Service Efficiency Study Final Report · 2020-02-14 · 6 Increase user fees for programs and...

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B L A C K L I N E

C O N S U L T I N G

A Higher Standard

Service Efficiency Study – Final Report

City of Brampton

Community Services

20th January 2020

Contents

Page Page

/ Executive Summary 3 / Animal Services

/ Context 7 Service Summary 51

/ Service Brampton Recommendations 55

Service Summary 10 / Facilities

Recommendations 14 Service Summary 76

/ Recreation Recommendations 81

Service Summary 28 / Opportunities for Management 104

Recommendations 34 / Appendices 120

EXECUTIVE SUMMARY

Page |

We identified 20 high priority opportunities for the Community Services

Department

4

Blackline Consulting conducted a review of

the Community Services Department

In scope were Animal Services, Facilities

Operations and Maintenance, Recreation and

Service Brampton; excluded from the scope

were Realty Services and Building Design and

Construction.

► We identified a total of 72 opportunities

across the four divisions

The body of this report includes the high priority

and management opportunities. Opportunities

with limited merit are in the appendices of the

report.

► Throughout this report, we use financial data

from FY 2018.

The diagram below summarizes our approach to generating the 72 opportunities

20 high priority opportunities

25 opportunities for management

27 opportunities with limited merit

Opportunities

Pre-identified

opportunitiesPeer StudyAnalysis Consultation

Improve services Reduce costs Eliminate waste Increase efficiency

High Priority Opportunities

Management Opportunities Limited Merit Opportunities

Page | 5

# OpportunityCurrent Net Position

($)

Future Net Position

($)

Net Impact

($)

Service Brampton

1 Automate form entry (47,444) (23,722) 23,722

2Use chat capabilities to divert volume away from Service

Brampton contact centre (1,778,803) (1,429,652) 349,151

3 Reduce Service Brampton service levels (1,953,357) (1,683,410) 269,947

4 Consolidate the Transit and Service Brampton contact centres (467,089) (378,069) 89,019

5Allow for flexible work through remote agents to work only

when required (1,612,522) (1,598,173) 14,349

Recreation

6 Increase user fees for programs and facilities 6,847,425 7,879,946 1,032,522

7 Partner with third parties to increase the utilization of programs (790,359) 0 790,359

8Optimize Chinguacousy Park to achieve greater fiscal

sustainability (1,060,531) 36,626 1,097,157

9 Improve underperforming facilities and sports fields (171,598) 43,137 214,736

10Phase out the print brochure and adopt an interactive digital

brochure (67,900) (13,550) 54,350

Total (1,102,178) 2,833,134 3,935,312

Service Brampton and Recreation opportunities have a net impact of

almost $4 million

Page | 6

# OpportunityCurrent Net Position

($)

Future Net Position

($)

Net Impact

($)

Animal Services

11 Improve information online to reduce calls (57,007) (42,755) 14,252

12 Move to a new facility (2,920,084) (2,772,861) 147,223

13 Provide scripts to Service Brampton (23,325) (21,457) 1,868

14 Increase utilization of Chameleon (92,384) (28,477) 63,907

15 Redesign the payment process (60,062) (2,125) 57,937

16 Provide education related to animal services 0 0 0

Facilities

Operations and

Maintenance

17Implement a CMM/CAM system and reduce the demand

maintenance(2,444,192) (1,916,836) 527,356

18 Centralize facilities management (17,411,361) (16,800,026) 611,335

19 Bring security patrol in-house (4,776,956) (4,694,554) 82,402

20 Change aspects of service delivery to increase efficiency (2,103,678) (1,699,154) 404,524

Total (29,889,049) (27,978,246) 1,910,803

Animal Services and Facilities Operations and Maintenance

opportunities have a net impact of $2 million

CONTEXT

Page |

The City of Brampton (“City” or “Brampton”) continuous to grow and

experience changes to its community. As a result of this, and the need to

maintain fiscal sustainability, the City underwent a corporate-wide Service

Review in May 2019. As a next step, the City initiated multiple targeted

and in-depth Service Deliver Reviews (SDR), including the Community

Services Department.

► Blackline Consulting (Blackline or BLC) was selected by the City to

conduct the SDR of the Community Services Department. However,

not all services within Community Services were in scope for this

review (excludes Realty Services and Building Design and

Construction).

Scope and Focus

From the earlier corporate-wide scan of services, the City was provided

with a list of possible opportunities. Our scope began by conducting a

broad scan of the in-scope divisions to identify a more fulsome list

opportunities beyond those from the scan.

► We then went through a process of validating this longer list and

prioritizing the opportunities, selecting 20 to conduct detailed

investigations into.

► The City has received funds from the provincial Audit and

Accountability Fund (AAF), which sets a hard deadline of the 30th

November 2019 to complete the review.

Objective

The objective of this engagement is to identify changes that could lower

the cost of service delivery or increase the service standard. This

objective set our criteria for prioritizing opportunities as the impact it has on

reducing expenses or raising revenue.

Approach

The approach we took to complete this engagement follows the structure

outlined below. We engaged with staff, project managers and ad-hoc

meetings throughout the engagement for purposes such as data gathering,

prioritization of opportunities, feedback and progress updates.

8

Blackline Consulting conducted a review of Community Services

Page |

The Community Services Department’s objective is to create a

vibrant and attractive community for the City, its residents and

businesses

► The Department is split into six divisions, four of which are in scope for

this review.

The Community Services Department is one of seven departments

that service the City, its residents and businesses

► The Community Services Department has a total of 369 full-time staff

and 2,555 part-time staff.

► The Department’s total expenses are $86.6 million and total revenues

are $31.4 million. The expenses of the in scope divisions make up

13% of the City’s total expenses and 93% of the Community Services

total expenses.*

► Throughout this report, we use financial data from FY 2018.

9

Community Services is split into six areas, four of which are in scope for

this review

Facilities

Operations and

Maintenance

Animal

Services

Service

Brampton

Recreation

Realty Services Building

Design and

Construction

SB40 FT

64 PT

Expenses: $5.6 million

Revenues: $0.1 million

REC228 FT

2,488 PT

Expenses: $56 million

Revenues: $28 million

FOM80 FT

2 PT

Expenses: $22 million


AS

22 FT

16 PT

5 SE

Expenses: $3.0 million


*Based on the City’s 2018 Budget ($678 million total City expenses and $94

million Community Services expenses)

SERVICE BRAMPTON

Service Summary

Page |

Service Brampton’s work volume has been increasing annually

Service Brampton is the first point of contact for the City

► Service Brampton (SB) supports all departments, including Bylaw

Enforcement, Recreation, Public Works and Animal Services. In

addition, SB provides after-hours services for several departments for a

variety of issues, such as for the Bylaw department regarding after

hours resident complaints.

► Since 2006, SB has shifted to be a 24 hours a day and 7 days a week.

There are physical service desks around different facilities throughout

the City (e.g. City Hall, Civic Centre). They also operate other

services, including cashiers, a telephone contact centre, and handling

online and email contacts.

► For contacts that require more immediate action, SB forwards service

requests to their Dispatch service to notify City staff.

Contact centre volume handled has increased over 75% from 290,000

resident contacts in 2013

► In 2018, the contact centre had over 515,000 contacts with residents

over channels including phone, email and in-person.

► The volume of contacts handled by SB has been steadily increasing.

While phone calls are increasing yearly, the fastest growing type of

contact are through email.

► Current staffing for the contact centre and email response includes over

30 full-time daily shift equivalents.

290,440 304,131

365,324396,491

464,997

515,595

2013 2014 2015 2016 2017 2018

Total YoY Service Brampton Contact Volume

Answered calls Emails managed Online services In-person contacts

11

Cashiers processed $298 million of transactions for the City in 2018

► Cashier services are the main first point of contact for payments

(including all property taxes) and general service inquiries around the

City. This includes residents inquiring about making payments to other

departments such as pay parking ticket infraction.

► Current transaction levels have declined 49% from peak levels in 2015,

when cashiers processed $582 million of transactions for the City. This

is largely due to the increased availability of online services and online

payment options.

Page |

In 2018, the budget for Service Brampton was $5.48 million

► The overall budget for SB has remained largely the same in recent

years. It has increased by only 12% since 2016, when the budget was

$4.88 million. While at the same time total resident contacts have

increased by 30%.

► Almost all of SB’s expenditures are related to salary, wages and

benefits (98%). Just $90,000 relate to other categories, particularly

office and administrative costs ($55,000), professional services

($19,000) and contracted services ($10,000).

In October 2019, SB changed their staffing model

► Previously they staffed based on call volume to achieve the 80%

service level. They are now staffing to budget.

► The chart to the left shows the how the change has led to a

pronounced decline in service level.

SB currently receives a comparable overall call volume to London

and Ottawa

► Peer comparators indicate centralization varies considerably, with

London being very decentralized. They currently have CRM systems,

and some are set up so that customers have access to their accounts.

Innovations planned include integration with city systems and improving

self-service options (including chat systems and online content).

12

Service levels have recently fallen dramatically

ul Aug Sep ct ov

an eb ar Apr ay un

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

0

2

0

7

100

0

2

0

7

100

eek of month

Daily service level

Service eve s have ec ine in ctober an ovember

Page |

The average span of control between supervisors and staff is 11, which

is reasonable given the work of Service Brampton

Supervisors in Service Brampton have distinct portfolios

SB has a total of 104 staff, including PT positions. Sections in SB include

Cashiers, Quality and Learning, CRM management, Workforce

management and the Contact Centre, and responsibilities are distributed

amongst the different Supervisors. As such, the nature of the work is

different and variation in spans will exist. For example, since the contact

centre operates 24x7, supervisors and staff operate shifts. Call volume

determines the number of CSRs that are directly supervised at any one

time. Although a reasonable span of control, many call centres of this

nature would look to a span closer to 20 during peak staffing periods.

The Division is currently managed by a senior manager, skipping

layer 4 of the organizational structure.

► This type of structure might be suitable during the establishment of a

function such as SB, which would require knowledge to put in place the

processes. However, once stabilized, a manager-level position could

oversee operations.

The Division could investigate operating with five supervisors to

manage 85 customer service associates and team leaders.

► Merging two of the current supervisor positions would require

redistributing responsibilities.

► Over time, the Division should consider having manager in layer 4 lead

activities.

3

8

9

11

13

14

36

Advisor

Sn. Manager

Supervisor

Supervisor

Supervisor

Supervisor

Supervisor

Supervisor

Service Brampton – Span of Control

13

2

92

8

1

7

6

5

3

Service Brampton – Staff Layers

8

SERVICE BRAMPTON

Recommendations

Page |

Of the five higher priority opportunities investigated, all have a positive

economic case

15

We investigated 17 opportunities to improve

services levels, increase efficiency or reduce

costs in the Service Brampton Division

The table to the right shows the high priority

opportunities, and the net change to operating

expenses for each of the opportunities.

In the following pages, we provide business

cases for each opportunity

The source of the information used to assess

these opportunities came from interviews with

management and council, documentation and

City-supplied financial data.

At times, the data available in the City was

limited

The analysis and figures quoted here are

directional. They are intended to assist the City

in deciding whether to move forward with

additional analysis or with the implementation of

the opportunities.

Below is a summary of the recommendations and the impact

The recommendations can potentially save the City approximately $750,000. That being said, it is

crucial that every opportunity, before being pursued, considers the non-financial aspects on the

community, specifically the service levels of Service Brampton.

At the time of our review services levels were trending lower, some of the opportunities would

contribute to lowering those levels even further.

Financial Impact Baseline ($) Future ($) Net Change ($)

1. Automate form entry (47,444) (23,722) 23,722

2. Use chat capabilities to divert volume away from

Service Brampton contact centre(1,778,803) (1,429,652) 349,151

3. Reduce Service Brampton service levels (1,953,357) (1,683,410) 269,947

4. Consolidate the Transit and Service Brampton

contact centres(467,089) (378,069) 89,019

5. Allow for flexible work through remote agents to

work only when required(1,612,522) (1,598,173) 14,349

Total (5,859,215) (5,113,026) 746,188

Page |

Situation

Residents can submit a variety of forms, including those related to Bylaw

Enforcement, Public Works and Engineering, and Animal Service, via the

City’s website. In 2019, residents submitted an average of 3 0 forms each

month. The more common were related to parking infractions and

reporting snow issues. More residents submitted forms online in 2019 than

in 2018.

► hen residents submit forms through the City’s website, SB staff

manually copy the form into City systems for processing and resolution.

This manual process uses about 160 hours of staff time on average

each month, duplicates work and takes time away from higher value

staff activities.

► Currently, one integration between the City website and Amanda is

completed and others are planned contingent on resourcing.

Recommendation

To improve service responsiveness and the overall resident experience,

the City should automate the process of transferring forms into City

systems, beginning with the most highly-used forms.

► The top five forms comprise almost nine in ten of all forms submitted.

Very few residents currently use the website to report other issues such

as street sign issues or notifying the City that tree debris cleanup is

required.

Use of a fully automated process to handle form submission allows

Customer Service Associates (CSAs) to spend more time on higher value

activities and will:

- Improve the handling time of service requests

- Reduce the potential for transcription error

- Reduce direct labour costs

Approach

► Begin with top service request forms.

► Work with IT to understand costs and times for integration.

► Start with system changes and implement a pilot of integration.

Timing

This recommendation can be implemented in 2020. The priority for

integration with the website is parking infractions, followed by snow issues

forms, and finally, other top forms.

16

1. Automate Form Entry

10,000

1,128

297

268

261

236

198

Parking infractions (estimate)

Report Snow Issues

Tree Pruning or Removal Required

Street Light Repairs Needed

Request New/Replacement Tree

Report Pothole or Road Damage

Report Litter, Debris or Obstructions

Top Online Service Requests*

*For the period January to September 2019

Page |

Key Assumptions

► A total of 17,000 forms will be submitted online in 2019 based on the

current monthly rate of submitted forms.

► Based on input provided by management, the overall time to manually

enter one form into the CRM is six minutes. Based on staff information

provided, integration is expected to halve this time to three minutes per

form.

► Under the status quo and based on the total number of forms and time

to submit forms internally, SB staff are expected to use 1,650 hours

next year manually entering forms from the website into other City

systems, which can be freed up for other purposes.

► The City has plans to upgrade many of the systems that SB uses to key

information into. We assume that timing the upgrades and any

additional integration work would be best to avoid additional technology

costs.

Risks

► Implementation by the IT department may take longer or cost more

than expected.

► Resident expectations for service delivery may increase (such as

Amazon-style tracking of service requests), and this opportunity will

mitigate time-consuming manual updates.

► This opportunity would improve the quality of service delivery.

Financial Impact Baseline ($) Future ($)

Operating

Costs

Labour (47,444) (23,722)

Total Operating (47,444) (23,722)

One-time

n.a.

Total One-time 0 0

17

1. Automate Form Entry

Page |

Situation

Currently, SB manages multiple communication channels with residents,

known as “contacts”. This includes phone, email, in-person, and online

requests. While 90% of contacts take place by phone, the use of emails

and online service requests have been increasing rapidly over the past two

years.

► Handling resident contacts over the phone is labour intensive, and

efforts to respond to routine information requests divert CSAs from

responding to more complex issues.

► The City website already has chat functionality but it is not currently

activated.

► One-third of logged resident contacts in the 2018 business partner

reports relate to information only requests.

Recommendation

Implementing a chat system on the City’s website and promoting its use

will divert routine requests from SB’s contact centre, allowing it to use its

trained CSAs to respond to more complex and non-routine inquiries. This

system will have two components:

► Activating the chat system to connect residents with CSAs on the City’s

website or through apps, and

► Implementing a business rules-based AI chat system to answer and

divert common inquiries or issues from being handled manually.

Approach

The live chat system should be implemented first. Strategies for ensuring

use may include:

► Adding a prominent button or link to the SB chat system on the front

page of the City’s website.

► Informing residents calling 311, via a recorded message, that chat

support is available on the City’s website.

Using lessons derived from implementing the live chat system, SB can

then implement a business rules-based AI chat system.

SB has compiled a large body of documents with processes, lessons and

other information that should be used to implement training, guidelines and

procedure for both the live chat and AI chat systems.

18

2. Use chat capabilities to divert volume away from Service Brampton

contact centre

34%

66%

Business partner reports:

Logged information requests (2018)

Information only

Other requests

Page |

Key Assumptions

► The labour cost per contact, currently $3.45, is the hourly wage of

CSAs ($27.54), divided by an average of eight contacts handled per

hour. Total labour costs are given by multiplying by the 515,595

resident contacts in 2018.

► As CSAs using a live chat system will be able to handle more than one

chat at a time, the labour cost per live chat contact is halved to $1.73.

► Based on interviews with SB management about the quantity of

information-only calls, up to 20% of total call volume will be diverted to

the live chat system. As well, up to 10% of total call volume will be

diverted to business rules-based AI chat system and will not be

handled by CSAs directly.

► We assume that training systems will be developed largely organically

as work proceeds. While some documentation, organization of

information, and procedures will be developed ahead of time, SB will

rely on current documentation and procedures were applicable and

develop additional training where necessary.

► Training for CSAs on the chat systems will be 20 hours per staff

member, with 12 staff needed to be trained on the new system.

► Implementing this opportunity would improve the quality of service

delivery and the capacity of SB.


Operating

Costs

Labour (1,778,803) (1,423,042)

Training costs (6,610)

Total Operating (1,778,803) (1,429,652)

One-time

Costs

Developing training system 0 (9,231)

Total One-time 0 (9,231)

19

2. Use chat capabilities to divert volume away from Service Brampton

contact centre

Timing

The live chat system on the website can be activated in 2020. The

following year, the AI chat system could be implemented based on lessons

learned.

Risks

► Low use of new systems, that the business rules-based AI chat system

does not displace or divert significant volume from the contact centre.

► Unexpected difficulties or higher than expected technology costs.

► Labour issues, including higher training costs or difficulty recruiting

staff.

Page |

Sun on Tue ed Thu ri Sat

0 6 12 18 24 0 6 12 18 24 0 6 12 18 24 0 6 12 18 24 0 6 12 18 24 0 6 12 18 24 0 6 12 18 24

0

20

40

60

Time of day

Average number of calls answered

40 60 80 100

Average service level

Service rampton receives most ca s urin or ay hours

3. Reduce Service Brampton service levels

20

Situation

The single largest component of SB’s budget is labour costs. Throughout

each day, the volume of resident telephone calls, emails and service

requests greatly vary, as seen in the graphic below.

► The troughs in the graph show that the centre receives fewer than ten

calls per half-hour between midnight and 7:00 am.

► During peak times in the workweek, by contrast, they receive more than

60 calls per half-hour.

► As shown below, while call volume is roughly steady over the work-

week, Mondays are the busiest day while Fridays are less busy.

Recommendation

► Eliminate 24 hour service, closing the Centre between 12:00 am and

8:00 am.

► urther promote the use of call back assist to help balance CSAs’

workloads over the course of their shifts and improve internal

efficiency.

Timing

The City can implement changes to service levels as soon as new service

level agreements can be negotiated with SB’s business partners.

Page |

Key Assumptions

► We have estimated the total cost of operations from midnight until 8:00

am from staffing level documents, reaching an average of 188.5 weekly

hours during those times.

► The hourly wages used for CSAs are $27.54.

► Implementing this opportunity would reduce the quality of service

delivery.

Risks

Issues with reducing service levels include a worsened resident

experience, particularly:

- Longer times to address resident issues.

- Fewer concerns addressed overall.

► Other risks include that no reduction in total resident contacts will occur

as contact attempts will be shifted to the new operating hours.

However, as staff working from midnight until 8:00 am handle fewer

calls compared to daytime staff, efficiency may improve.


Operating

Costs

Labour, 12 am to 8 am (269,947) 0

Labour, 8 am to 11:59 pm (1,683,410) (1,683,410)

Total Operating (1,953,357) (1,683,410)

One-time

n.a.

Total One-time 0 0

21

3. Reduce Service Brampton service levels

Page |

Situation

Brampton Transit (Transit) and SB operate independent contact centres for

servicing customer contacts. Both Transit and SB have similar channels

and procedures for responding to customer enquiries, as shown in the

diagram to the right. One difference is that Transit uses social media.

Responsibility for the Transit contact centre sits with a senior manager,

who is also responsible for strategic communications and marketing.

► One supervisor oversees the Transit contact centre, which includes:

- 14 part-time Transit Information Clerks as their first tier of response

- 5 full-time Coordinators as their second tier who respond to escalated calls and

social media

► Tier 1 will attempt to resolve customer enquiries and can resolve 90%

of them (this is also true for SB). Tier 1 agents are responsible for

handling phone, email, and social media enquiries.

► If Tier 1 agents cannot resolve a customer enquiry or it is urgent, they

will escalate it to Tier 2, where staff with greater experience and subject

matter knowledge attempt to resolve the enquiry. If necessary, they will

escalate the enquiry to Transit Operations for investigation. However,

escalation to Tier 3 is low, fewer than one percent of enquiries.

► Transit schedules change every 5 to 8 weeks for a variety of reasons

such as changes in season. When schedule changes occur the data in

the systems automatically update. There is no impact (e.g. additional

training or notification) to Transit contact centre staff.

SB has a similar process, although first tier agents do not currently handle

social media responsibilities. If the first tier of response is unable to resolve

a contact, agents escalate the enquiry to the relevant City department.

► Call volumes are largely steady between 9:00 am and 6:00 pm for

Transit.

► Transit considers quick handling and resolution of non-peak hour

customer contacts to be very important, as less frequent transit service

can exacerbate trip scheduling and other issues.

► As Transit’s contact centre is located near Transit perations, staff

from either department are able to move from one area to the other to

efficiently transfer knowledge and updates about emerging situations,

in addition to using phones and email.

22

4. Consolidate the Transit and Service Brampton contact centres

Customers

Phone Email Social

Tier 1 response

Tier 2 response

Transit Operations

Transit

Customers

Phone Email Website

Tier 1 response

Internal City departments

Internal departmental escalation

Service Brampton

Pro

ce

ss

Page |


The urgency of Transit enquiries varies, most (90%) Tier 1 handle.

Transit’s contact centre provides the following assistance:

► The average Transit monthly call volume has declined at a steady rate

and is now 40% below 2016 volumes. If this trend continues, Transit

will be receiving about 15,000 calls per month in 2020.

► With declining call volumes, the Transit contact centre staffing may

reach a minimum staffing point. Consequently, staff efficiency will drop

with agents managing fewer calls per person. Merging the contact

centres before this point will help ensure effective use of staff time.

► Average call length increased from about 1:30 minutes in 2016 to about

2:00 in 2019, suggesting complexity increased as volume decreased.

► Similar to SB, Transit is exploring technological innovations, including

chat service/AI chat bots and a mobile transit app, which will also

reduce total incoming call volume.

23

Request Examples

Time

Sensitive

Trip planningArrival times, connections, info about

other transit organizationsYes

Trip assistance Route planning, website tech support No

Fare

information

Cost of trips, passes, Presto. Payment

and transfer policiesNo

Urgent

enquiries

Missing persons, health and safety

issuesYes

Social mediaPosting content, monitoring feedback,

customer requests, direct messagesYes

OtherRoute, service or infrastructure

requests, compliments, miscellaneousNo

Note: Our review did not assess the extent of specialization to perform the

above nor was a comparison to SB.0

10000

20000

30000

40000

2016 2017 2018 2019 2020

onthly call volume

Actual redicted

Ca o ume re icte to urther Dec ine in

Page |

► Current CSAs at SB will also be trained for Transit calls, including with

current platforms like Hastus, NextRide, and Triplinx. SB should

understand and develop procedures to ensure CSAs have the subject

specialization and expertise to effectively handle Transit issues.

► SB will manage facilities, equipment and training. Training and

reference documents will be developed by both SB and Transit.

► All CSAs will be able to escalate calls requiring immediate resolution,

such as those involving missing persons or health and safety issues to

Tier 2 staff as per current policies.

► Other SB opportunities, such as directing simple enquiries to a chat

service, will help divert call volume away from live operators. Planned

Transit innovations, such as a mobile app, will also assist in reducing

the number of incoming calls.

Timing

Implementation can begin in the 2020 fiscal year after a Service Level

Agreement is negotiated with Transit and negotiations with affected

unions.

Recommendation

Amalgamate Tier 1 of the Transit contact centre (Transit Information

Clerks) with SB. SB will be responsible for incoming calls regarding

Transit. Transit’s Tier 2 (Transit Coordinators) will maintain its current

structure, including physical location. It will respond to social media and

escalated contacts. SB will agree on an escalation procedure as it has with

other departments.

► Hours of service will match to SB hours, currently 24x7.

► Merging the two contact centres will simplify the resident experiences

by ensuring that a single point of contact is used for almost all City

services. It will also provide a consistent standard of quality, training,

and service evaluation.

► Call volume has been consistently decreasing at Transit. Merging staff

at the Tier 1 level will ensure contact responsibilities are transferred

before a low call volume at Transit negatively affects agent productivity.

► As all front-line staff will be cross-trained to cover services beyond

transit, the City will have improved flexibility to cover both transit and

non-transit resident contacts.

Approach

Transit Information Clerks will be fully integrated into SB and retrained as

CSAs. Like other CSAs, they will be responsible for the full range of

enquiries that SB provides, and work in the same physical location, with

the same management structure.

24


Transit customer enquiries

Phone Email Chat services Social media

Tier 1: Service Brampton CSAs

Recommended Process

Tier 2: Transit Brampton Coordinators

Tier 3: Transit Brampton Operations

Page |

Key Assumptions

► The call volume, currently 19,501 calls/month, will continue to decrease

at the current rate of 3,870 calls/month each year. While call volumes

will eventually flatten, the expected volume of calls in 2020 will handled

by 11 Tier 1 staff, compared to the 14 Tier 1 staff in the current year.

► One supervisor position will be able to be eliminated due to a

rationalizing span of control. The supervisor’s salary is based on

current pay rates.

► We assume that expenses for Transit contact centre Tier 1 staff will

transfer to SB.

► We assume that current SB CSAs will require one week of training on

Transit procedure, systems, and operations, while Transit staff will

require eight weeks of training on SB’s procedures, City departments

and business partners, and systems.

► TIC* pay rate is assumed to be $21.00/hour, and CSA rate is

$27.54/hour. Transferred staff will be paid at current CSA rates.

► This opportunity does not consider savings from the physical office

space. Typically, leasing space costs range $34 to $36 per square foot,

thus savings may exist when consolidating contact centres.

Risks

► CSAs portfolio becomes too broad and they are unable to maintain the

90% call resolution. Alternate contact methods like chat services and

social media may mitigate frustrations, as may implementing on-

demand transit and micro-transit.


Operating

Costs

Labour (366,912) (378,069)

Supervision (100,177) 0


One-time

Costs

Training (138,802)


25


► Service quality may decrease if there are difficulties transferring

updated transit service information (such as information about delays

or route updates) to SB in a timely fashion.

► Customers may have higher service expectations for calls about transit

than for other City services. SB will need to meet service standards to

reflect the time sensitivity and urgency of transit needs.

► Transit manages social media for Brampton transit specifically. Social

media may become a common way to communicate with the City, and

consideration should be given for the way social media is managed

across the City. Does it continue to be decentralized or is there some

area of consolidation?

*Transit Information Clerks are unionized positions under the Amalgamated Transit Union (ATU)

Local 1573. According to Transit a five year contract has recently been signed.

Page |

Situation

Currently, all SB staff are required to work on-site. There are occasional

difficulties with providing service during inclement weather as attendance

is lower as staff find it difficult to travel to work. Further, with the large

changes in call volumes during the day, some parts of the day receive

better coverage and better service levels while higher volume times are

less likely to achieve high service levels.

Recommendation

SB considered a pilot program to allow staff to work at home during

weather events. Brampton should implement this program to allow CSAs

to work as remote agents and handle calls through a secure City laptop

that would be checked out to them. This will give CSAs the flexibility to

work remotely and save on transportation expenses. In the long term, this

will contribute to a reduction in carbon emissions and physical office SB

office space.

Approach

Remote agents would be used in conjunction with:

► Scheduling fewer hours per shift (e.g. only working during peak hours).

► Split shifts across the day, with CSAs working two shorter periods to

better handle and to coincide with peak hours.

The use of remote working and split shifts will provide workers with greater

flexibility during their day and provide SB with greater agility to respond to

sudden changes in workload, such as an unexpected increase in calls.

► It will also allow the City to provide workers with safer working

conditions during weather events while maintaining service levels.

Potential disciplinary issues can be mitigated through current workplace

procedures such as call quality monitoring and statistical analysis.

26

5. Allow for flexible work through remote agents to work only when

required

0

2

0

7

100

0 2 0 7 100

umber of calls answered per 1 2 hour interval

Service level

ow igh

olume of calls at point

vera e service eve ecreases as ca vo ume increases

Page |

Timing

The City can implement in 2020.

Key Assumptions

► The cost of provisioning CSAs with laptops, headsets, and other equipment,

including setup and initialization, will be $1,500 per kit. Ten remote working

kits will be created.

► Increased flexibility will allow SB to schedule shifts to align closely with

service demand. Based on new recommended operating hours from 8am to

12pm, we assume a total 1% reduction in labour hours. An analysis based on

daily scheduling of staff to meet a minimum of 6 calls per hour indicates the

potential to reduce up to 4% of total hours.

► Current systems are able to handle remote work securely through the use of

and Avaya communication system’s ‘soft phone’ functionality.

► Remote agents will have their internet costs paid for by the city.

Compensation is calculated from a monthly cost of $75, based on current

average broadband prices. Compensation will be pro-rated based on hours

worked.

► The hourly wages used for CSAs are $27.54.

► Implementing this opportunity would have minimal impact on the quality of

service delivery.

► This opportunity does not consider savings from the physical office space, as

Service Brampton is not directly subject to lease payments. Typically, leasing

space costs range $34 to $36 per square foot, thus savings may exist.


Operating

Costs

Labour (1,612,522) (1,596,397)

Broadband use compensation 0 (1,776)

Total Operating (1,612,522) (1,598,173)

One-time

Costs

Creating remote working kits 0 (15,000)


27

5. Allow for flexible work through remote agents to work only when

required

Risks

► Technology issues, such as internet outages, and breaking laptops or

headsets, may reduce the volume of calls and other resident contacts

that remote agents are expected to handle.

► Disciplinary issues, including work avoidance or tardiness, may reduce

the volume of calls that remote agents can handle.

RECREATION

Service Summary

Page |

The City’s Recreation epartment is sp it into six unique areas of

operations

Recreation West and East are responsible for facility and program delivery,

split by the different regions within Brampton. The four areas of

Recreation (Admin, Planning, Services and Strategic Partnership Comm.

Dev.) support the Recreation department as a whole and provide strategic

direction to the respective frontline areas.

► Recreation is working on a number of initiatives to improve the

operations of the Division, some examples include replacing CLASS

(ActiveNet) with PerfectMind, assessing the implementation of

Microsoft Teams for time and attendance reporting by Recreation staff.

A list of these initiatives can be found in the Appendix.

Recreation offers financial assistance to low-income individuals

► The program is called ActiveAssist and the objective is to encourage all

residents to participate in recreation programs and to promote a healthy

lifestyle.

► Approved individuals or families receive a credit of $275 per person

valid for a year.

► In 2017, 8,500 individuals and 2,700 families were enrolled and a total

of $2.3 million was allocated to the program.

The City has a combination of outdoor facilities, multi-purpose

recreation centres and single-purpose facilities

► Recreation has a broad portfolio of 25 facilities, including community

centres, recreation centres and the golf course.

► Each facility is equipped with amenities, such as ice pads, meeting/

community rooms, gymnasiums, auditoriums, pools, indoor soccer.

► Some of Brampton’s facilities include unique amenities, such as a

petting zoo and barn, mini-golf course, nine-hole course, greenhouse.

The City has 327 different outdoor fields for a variety of sports

including baseball, cricket, field hockey, soccer, football, and softball

The types of fields range from school fields to minor fields, stadium, major

fields and artificial turf. Fields are available lit and unlit.

29

Recreation operations are broadly split into two geographic regions

AdminRecreation

Planning

Recreation

Services

Strategic

Partnership

Comm. Dev.

Recreation

West

Recreation

East

Page |

For programs, the City offers registrations, memberships and drop-

ins, as well as facility rentals to the public

Drop-ins and Memberships

► The City offers the ability for residents to engage in programs through

drop-ins, which can be done for the majority of program areas: dance,

swimming, fitness and health, sports, skating, seniors centre, inclusive

programs, and general interest programs.

► Drop in programs are offered on a pay as you go basis.

► Memberships are a package that includes access to a variety of

facilities and amenities, such as weight rooms, hot tubs, swimming

pools, skating rinks, saunas, squash courts and babysitting services.

Facility Rentals

► Residents booked over 400,000 hours in the City’s facilities in 2018.

► The single most rented facility is South letcher’s, with 94,000 hours

booked, generating $1.2 million – or 17% of total rental revenue.

► Ice rentals make up the largest share of rentals. A total of 24,000

hours booked, generating $3.3 million, equivalent to 44% of rentals

revenue.

► The facility rental process is not very user-friendly. An online form or

PDF has to be filled in and staff from Recreation then book the facility.

This becomes time-consuming when requested times and dates are not

available. The PerfectMind implementation will address this by

streamlining the process and introducing real-time scheduling.

Registered Programs

The City offers registered programs for families and individuals of all ages

to participate in.

► A fair number of programs are offered in partnership with third parties

and affiliate groups (e.g. martial arts delivered by Tora Martial Arts Inc).

► Below is a high-level summary of the registered programs landscape:

30

Brampton offers a variety of programs in its broad portfolio of facilities

Swimming Rock Climbing Sports Ski & Snowboard Golf

Inclusive

ProgramsSTEM Skating Pads & Pools Fitness

Dance Camps General Arts & Music Youth/Adults

15 Program areas trickles down to 2,022 activities across 22 facilities

$12 million +

generated in

revenue

100,000 +

individuals

participated

Page |

We compared Brampton to nine peers using publicly available

financial information

► The per resident user fee ranges between $21.9 to $52.7 with the

median being $37.8 and the average $36.7. Brampton’s is $28.2.

► We conducted a comparison of popular and traditional recreation

program user fees (e.g. swimming, ice rental) of peers against

Brampton. The comparison showed that Brampton’s user fees are

lower than their peers. See opportunity #6 (increase user fees for

programs and facilities) and the appendix for more details.

- Note that a lower user fee per population figure may be due to lower

participation rates. The chart does not take into account participation rates.

Below are some factors that are changing the recreation landscape

generally and that are impacting municipalities differently

31

Compared to eers, the City’s user fee per resident is relatively low

$-

$10

$20

$30

$40

$50

$60

User Fee per Population Comparison*

median

Inclusivity: according to the World Health Organization

( ), people with disabilities are the world’s largest

minority (15% of the population). Municipalities are actively

reviewing programs and facilities to ensure they are

compliant and accommodating to people with disabilities.

Community groups: municipalities engage with member-

run groups who deliver programs. Brampton has

partnerships with such affiliate groups who deliver a variety

of programs ranging from lacrosse to hockey.

Changing demands: a trend Canadian municipalities are

experiencing is the impact of newcomers on recreation

programing – increasing demand for new recreation

activities and less for traditional ones. Additionally,

awareness and language inclusiveness are two elements at

the forefront of this trend.

Mental wellbeing: growing acknowledgement that

wellbeing goes beyond physical wellbeing to include mental

health. Municipalities are taking measures to address this

by expanding programing by including inclusive

programming, such as art therapy for ADHD.

*Based on publicly available information in FIRs (2018); calculated by dividing

total recreation User Fees and Service Charges by population

Page |

On aggregate, the net position was -$30.7 million in 2016, and -$27.4

million in 2018 – an improvement of almost 11% year over year

► Expenses dropped in 2017 from 2016, but slightly increased again in

2018 but remained lower than in 2016.

► Revenue has been steady over the period, with a slight drop in 2017,

before an increase in 2018 that pushed it slightly higher than in 2016.

► Labour costs make up over 70% of the total expenditure. The

remainder is composed of other expenses – predominantly made up of:

(in order of magnitude): utilities/fuel, repairs/maintenance/materials,

office/administration, contracted services.

In 2018, program-related expenses made up 35% (or $19.7 million) of

the total expenses and non-program expenses made up 65% (or

$36.2 million) the total expenses

► The majority of non-program

related expenses are for

Facility Administration (74%)

and Administration (15%),

followed by Program and

Property Administration.

The recovery on these is

fairly low (15%), however,

expected given the type of expense.

► Program expenditures are slightly more than one-third of the total

recreation expenses. The recovery on program expenditure is high and

exceeds total expenses (or 116%). However, it does not factor in the

indirect (overhead) costs related to operating programs.

vera , the tota Recreation’s recovery rate is oo ith the potentia

to improve it further by tackling user fees

► The recovery rate over the three year period ranges from 49% to 51%,

with an average of 50%. This is a relatively good rate.

► Recreation user fees are, on average, lower than the City’s peers, with

the potential to increase it and bring them more in line, potentially

improving the total recovery rate.

32

Recreation’s net financial position has been improving

$(70)

$(60)

$(50)

$(40)

$(30)

$(20)

$(10)

$-

$10

$20

$30

$40

2016 2017 2018

Mill

ion

s

Recreation Financial Net Position

Expenditure Revenue Net

65%

35%

Non

Program

Expenses

Program

Expenses

Page |

Recreation has a large number of part-time staff, in line with the nature

of their business

Recreation has a total of 228 full-time regular staff and 2,488 part-

time staff. Given the nature of recreation and the way services are

delivered, it is common to have a large number of part-time staff

► There are data limitations with the reporting structure of the part-time

staff data; therefore, our analysis hones in on the manager and

supervisor level.

► The majority of the Recreation expenditure relates to labour. In fact,

72% of the total costs are labour costs, with little use of contracted

services (only 2%).

► There are 6 layers of hierarchy in Recreation’s staffing model, starting

with level 2. Due to data limitations, we have assumed that the

majority of part-time staff corresponds to layer 8.

- Level 4 are the Managers that report directly to the Director of Recreation. Note

that level 3 is excluded because there are no Senior Managers.

The number of reports to a Manager will also be diminished if that

person has operational responsibilities in addition to management

responsibilities

In the case of the Manager of Special Projects and the Manager of

Strategic Partnership Development both have fewer reports as they also

have operational activities.

2522

120

53

20

6

1

1

0 500 1000 1500 2000 2500

8

7

6

5

4

2

1

Staffing Layers by Grade

33

RECREATION

Recommendations

Page |

Of the eight high priority opportunities investigated, five have a positive

economic case to consider

35



costs in the Recreation Division

The table to the right shows the high priority

opportunities, and the net change to operating

expenses for each of the opportunities analyzed.








limited





the opportunities.


The recommendations can potentially save the City approximately $3.2 million, taking into account

the potential revenue that can be raised. That being said, it is crucial that every opportunity, before

being pursued, considers the non-financial aspects on the community, specifically the service levels.


6. Increase user fees for programs and facilities 6,847,425 7,879,946 1,032,522

7. Partner with third parties to increase the utilization

of programs(790,359) 0 790,359

8. Optimize Chinguacousy Park to achieve greater

fiscal sustainability(1,060,531) 36,626 1,097,157

9. Improve underperforming facilities and sports

fields(171,598) 43,137 214,736

10. Phase out the print brochure and adopt an

interactive digital brochure(67,900) (13,550) 54,350

Total 4,757,036 7,946,160 3,189,124

Page |

Situation

User fees are the main source of revenue for the Recreation Division. In

order to ensure service delivery of recreation activities are not fully funded

from the tax base, such fees are used as a cost recovery tool.

► While user fees are currently structured to recover direct costs of

programs, Brampton ranks below many of its peers on a user fee per

population measure, suggesting that there may indeed be an

opportunity to raise fees and recover a greater portion of their costs.

► In addition, key direction C within the Council approved report Long

Term Financial Master Plan (2017), recommends adjusting user fee

rates to increase revenue as a key initiative in achieving long term

financial sustainability in the City.

The average and median user fees per population are $36.7 and $37.7,

respectively – Brampton’s is $28.2. Recreation user fees pay for 18.37%

of the City’s Recreation total expenses; the average and median of the

peer group is 24.08% and 24.28%, respectively.

► Note that a lower user fee per population figure may be due to lower

participation rates. The chart does not take into account participation

rates.

► Brampton ranks below its peers when conducting a comparison of

common programs (e.g. ice rental, swimming). It ranks 20% below, on

average, on a scale of 10% higher to 42% lower (see Appendix).

► n average, Brampton’s user fees for older adults ( +) registered

programs are almost 50% lower than user fees for all its other user

groups.

► The City’s Recreation Division conducts user fee reviews on an

ongoing basis to provide the City and Council with an overview of

Brampton’s recreation user fees. anagement also conducts

benchmarking against some of the City’s peers to identify how

Brampton ranks against them.

Affiliate groups currently book all fields and diamonds (school and minor

parkland) below Major (type) at no charge. While there are instances

where municipalities offer large discounts to community groups, a no-

charge blanket policy is not in line with the common practice of larger

municipalities.

36

6. Increase user fees for programs and facilities

$-

$10

$20

$30

$40

$50

$60

User Fee per Population Comparison*

*Based on publicly available information in FIRs (2018); calculated by dividing

total recreation User Fees and Service Charges by population

median

Page |

Recommendation

Increase the user fees of programs and rentals over the next five years to

align with peers and recover a greater share of expenses.

Approach

We have modelled the impact of user fee increases on the next page to

demonstrate the potential increased revenue. This is based on the high

performing programs and rentals (facilities and outdoor space), i.e. high

participation figures and high rental hours.

► The suggested approach is to gradually increase user fees over the

next five years, albeit not in a uniform fashion. The approach should

consider factors such as utilization, revenue, participation and

uniqueness of programs and facilities to drive the decision.

► e recommend that user fees for ‘sticky’ programs are increased, i.e.

where an increase in price will have a relatively smaller impact on

registration numbers, such as ice rental, camps, swimming, etc.

► We recommend that the City consider which programs it wishes to

subsidize based on its philosophies and the desires it has for

community outcome. For instance, does the City wish to subsidize

competitive dance programs and learn to swim programs?

Risks

► A fall in participation of more than 2% – the financial model has

assumed a 2% decrease in participation due to increased user fees.

► Public dissatisfaction with cost increases for participating in recreation

activities.

Timing

Increases can begin as early as 2021 and then span a five-year period

from 2021 to 2026.

37


Page |

Key Assumptions

► The increase in user fees is 15% for programs and 20% for facilities, as

Brampton’s user fees per resident are 24% below average and the user

fees for traditional and common programs is on average 20% lower.

► The analysis is based on 2018 participation and prices.

► It models a 2% decrease in program participation and facility bookings

due to increased fees.

► This case study is based on high performance programs and facilities

(revenue and participation/bookings).

► The user fees in-scope include an average of all user fees (i.e. non

prime, prime, resident, non resident, youth/affiliate).

► Programs also include the rates and fees for older adults (55+).

► Swimming programs used in this case study are splash and private

lessons; camp programs are all camp programs; sports programs are

tennis, gymnastics and dance.

► The facilities included are limited to arena, cricket, soccer, turf, baseball

and curling.


Operating

Costs

[Costs would remain the same as today]

Revenue

Increase User Fees - Swim 315,790 377,685

Increase User Fees - Camps 536,789 641,999

Increase User Fees - Sports 134,752 138,735

Increase User Fees - Facilities (including

Outdoor) 5,860,093 6,721,527

Total Operating 6,847,425 7,879,946

One-time

n.a.

Total One-time

38


Page |

Situation

The City offers an array of recreation courses as shown in the table below.

There are 20 youth affiliate groups in place that deliver specific courses

such as taekwondo, youth volleyball, minor lacrosse, martial arts, hockey.

Partnerships of such nature help avoid costs that the City would otherwise

face. There are several partnerships that exist with other organizations

such as William Osler, Library and the Region.

Analysis at a course level indicates there are several that have low

participation, are common in the private sector and could be contenders for

using third parties and associations to help promote and deliver. The

following are a list of those courses:

► The total direct expense to deliver these courses is $2.2 million and

they have a net position of -$647,059.

► In addition, the net position (positive) of room rentals was $118,000 in

2018. Little data is available on the utilization of rooms. Booking a

room online also has limited functionality – it is a PDF form and does

not show availability.

► Considering the City’s facility portfolio, this indicates an opportunity to

further promote room rentals and increase room rental utilization /

revenue.

39

7. Partner with third parties to increase the utilization of programs

Is it a life skill

or contribute

to basic health

and wellbeing?

Does it

require

unique

facilities?

Does the

private sector

offer the

course?

Is there an

advantage to

the City

delivering it?

FCSP N* N N N

Curling N* Y Y N

Dance N N Y N

Leadership Y N Y N

Course Group

# of Registrations

2017 2018

Aquatics 56,445 57,780

Sports 26,719 26,086

Camps 26,478 24,273

Fitness and Health 11,896 11,363

Dance 5,943 4,891

Gymnastics 3,843 4,169

Lifeskill and learning 3,781 3,651

First Aid, Certification and Leadership 3,430 3,288

Art and Music 2,824 2,772

Event 2,589 2,281

Flower City Seniors Programs (FCSP) 1,147 1,217

STEM 269 793

Curling 63 21

Grand Total 145,427 142,585

*The elderly may consider this a contributor to their health and well-

being.

Page |

There is roughly 39,000 sq. ft. of fitness-related space across seven City

facilities (see Appendix).

► While it does compete with the private sector, the majority of

participants (registered programs) are over 55. This is a market

segment that the private sector (beyond the YMCA) does not

particularly focus on or cater to.

► Fitness memberships have a positive net position of $994,709.

► In most cases, they are not large enough to sell to a third party as a

gym. An alternative is to repurpose the space, however, this is costly

and considering the locations, converting the space into

community/boardrooms may create more supply than demand,

potentially impacting utilization in other areas.

Recommendation

The City should:

► Seek partnerships with third parties (private sector or associations) to

promote and deliver the four program areas (Flower City Seniors

Programs (FCSP), Curling, Dancing and Leadership). Should this

prove to be unsuccessful, the City should consider removing the

programs or using volunteers to deliver programs (for select programs

e.g. senior programs).

► Implement a more robust process for booking and tracking of facility

rooms to help maximize utilization and revenue.

► Avoid adding more fitness centres or build them in such a way that they

can more easily be repurposed in the future.

Approach

► The City should begin collecting data on the utilization of facility space.

Such data will allow the City to make more informed decisions about

which facility space they should consider changing (invest, alternative

delivery or discontinue).

► The City is currently implementing a new recreation system

(PerfectMind), this creates an opportunity to build in said functionality.

Consideration should also be given to ensuring the financial data from

the GL links to the PerfectMind course information to help ease efforts

to perform analytics.

► Tender RFPs seeking partnerships on select courses (see the previous

page).

40


-$3,000

-$2,000

-$1,000

$-

$1,000

$2,000

$3,000

$4,000

Labour Expenses Other Expenses Total Revenue

Th

ou

sa

nd

s

Fitness Programs Financial Performance

Page |

Timing

► The City should monitor these courses over 2020 and capture

utilization figures to help make decisions on changes in 2021.

Key Assumptions

► Ability to transfer staff to other responsibilities or reduce staff numbers

without incurring additional expenses (e.g. severance).

► No revenue is received from third parties for space rental.

► The calculation excludes additional revenue from room rentals.

► Competitive Dance program excludes non-competitive dance programs

as the latter has a positive net position.

Risks

► Suitable third parties cannot be found, and underperforming courses

are discontinued, which may lead to resident concern and

dissatisfaction.

► The City is not able to establish quality SLAs with third parties to run

the courses leading to low customer satisfaction.

► Course prices cannot be controlled by the City and this may create a

void for vulnerable groups to access certain recreational services.

41



Operating

Costs

Curling Program (828,091) 0

Competitive Dance (643,713) 0

Leadership (7,601) 0

Flower City Seniors Programs (600,694) 0

Revenue

Curling Program 455,842 0

Competitive Dance 498,631 0

Leadership 0 0

Flower City Seniors Programs 335,267 0

Total Operating (790,359) 0

One-time

n.a 0 0

Total One-time 0 0

Page |

Situation

Chinguacousy ark is one of the City’s largest multi-purpose facilities with

amenities and activities for children, youths, adults and families. It

includes a number of amenities, including a greenhouse, petting zoo, nine-

hole golf course, mini-golf, skatepark, ski hill, ice pad, outdoor track field,

splash pad and tennis courts.

► At a high level, the park recovers 44% of its expenses (i.e. operates at

a negative net position), which includes Peel Village Golf Course that

operates at a positive net position.

► The petting zoo and barn are designed for visitors to pet animals and to

ride ponies. It is predominantly used by families, children and schools.

► The greenhouse and poly house are used by City staff to plant flowers

and plants. They are open to the public for visiting and educational

purposes. A chapel is available for rent for weddings ceremonies too.

► There are three parking lots with over 600 free parking spots.

The ski hill is used in the winter for skiing and tubing. It’s used for drop-

ins, programming and rentals. Rentals are predominantly filled by schools

for school-based programming.

► The Hill requires specialty equipment (i.e. Groomer) that is expensive

to procure and difficult to maintain (e.g. timely access for replacement

parts) in Ontario.

► Ski programs are costly to operate for the City because of the cost and

availability of ski instructors. Many of the ski instructors work in places

with more consistent snow, such as Banff, Whistler, and Blue

Mountain. In addition, with the uncertainty of the weather, shifts and

programs are not guaranteed and cancellations occur often throughout

the winter season.

► City staff estimated revenue losses of almost $30,000 due to

maintenance delays (seven-day delay) with the Groomer and ski hill

refunds due to the weather in one given season.

Peel Village Golf Course is a nine-hole golf course, and is currently at 67%

utilization based on hours available for booking and hours booked.

► Bookings can be made over the phone, in person or online; however,

the online booking process is not very user friendly.

► The City is currently in the midst of implementing PerfectMind to

replace its existing system (CLASS). This will likely improve the user

experience for bookings. However, there are limited capabilities to do

last minute bookings for tee time currently, which may limit the City’s

ability to tackle the 33% non-utilized time.

42

8. Optimize Chinguacousy Park to achieve greater fiscal sustainability

Page | 43

Recommendation

There are several opportunities for Chinguacousy ark’s amenities:

1. Repurpose the ski hill for tubing only and cease all ski programs

2. Increase the fees for the barn and petting zoo

3. Introduce paid parking at the facility

4. Repurpose the greenhouse into an outdoor parking space

5. Collaborate with a third party for last minute tee time booking

Key Assumptions

► No change to Tubing operating hours. Operating north and middle lanes only;

tubing on Thursday and Friday is 1 lane and 2 lanes on weekends.

► Ski Chalet one time cost is cost of purchasing barrier for middle lane.

► Ski Chalet net position improves from 2019 budgeted figures with changes.

► Modelled tubing users to increase by 40%.

► Modelled a 10% and 20% reduction in visitors for pony ride and petting zoo

entrance respectively due to the price increases.

► The parking fee is $3.50 (excluding accessibility) for full day with unattended

automated gates; modelled parking utilization based on season and day.

► Repurposing greenhouse to parking lot ($250,000 repurposing cost) adds 50

parking spots, for a total of 650 spots.

► A one time cost of $10,000 per parking gate and $5,000 per parking gate for

annual maintenance – a total of three gates.

► A 27.5% increase in tee hours booked (total utilization 85%) through last-

minute tee time booking, assuming a 20% revenue share with a third party.



Operating

Costs

Ski Chalet (734,531) (610,326)

Barn (277,266) (277,266)

Parking 0 (15,000)

Golf Course (469,736) (473,370)

Greenhouse (668,202) 0

Revenue

Ski Chalet 428,939 305,533

Barn 38,469 44,687

Parking 0 434,190

Golf Course 609,019 628,180

Greenhouse 12,778 0

Total Operating (1,060,531) 36,626

One-time

Costs

Ski Chalet 0 (30,000)

Parking 0 (30,000)

Greenhouse 0 (250,000)


Page |

Timing

The recommendations are somewhat interdependent and we recommend

implementing them sequentially as shown below.

► The work can commence next year.

Risks

► Public dissatisfaction with the closure of the ski hill and the removal of

ski related programs.

► Eliminating ski programs will have an impact on ski passes, therefore

impacting swimming revenues.

► Ski Patrol operators are available on weekends only due to the

assumed increased users on weekends.

► Greater than modelled decreases in the number of visitors due to

higher user fees.

► Utilization of parking is lower than modelled thus less revenue is

generated.

► No increase in the number of tee time bookings - this will not have a

financial impact as the model assumes a revenue share with the third

party.

► One time cost of repurposing the greenhouse to 50 parking spaces is

higher than anticipated (currently modelled to be $250,000).

44


2021

• 1 & 2

2022

• 3 & 5

2022+

• 4

Page |

Situation

The City has a broad portfolio of recreation facilities and sports fields.

► It has 25 community centres, a mix of single purpose (e.g. Howden Rec

Centre) and multi purpose facilities (e.g. Chinguacousy Park).

► There are 327 sports fields for a variety of activities, such as football,

soccer, lacrosse and cricket.

► Facilities and sport fields generate revenue through several sources:

registered programs, rentals, and drop ins.

Recreation Facilities

The City’s recreation facilities are mostly multi-purpose with amenities

such as swimming pools, gymnasiums, community and meeting rooms,

gyms; however some single purpose facilities remain.

► Single purpose facilities are considered “less flexible” than multi

purpose. They typically have limitations in revenue generation and are

usually older, making them more costly to operate.

► Recreation collects information on facility bookings, more specifically

the hours booked by amenity in the various facilities (e.g. gymnasium,

arena). This data is at a macro level and does not capture details (e.g.

gymnasium A, gymnasium B, gymnasium C bookings separately). This

makes it difficult to make informed decisions to improve facilities’

performance at a micro level.

► In addition, the City is currently replacing its main software system,

which may improve data collection at a micro-level.

As a portfolio, the City’s recreation facilities are recovering %. The best

financially performing facility is Peel Village Golf Course, while the least

performing is Chinguacousy Park; however opportunity #8 seeks to

address this. Further analysis of the facilities - considering not only

financial performance but also utilization, asset age, location, use, and

flexibility - indicates that there is very few facilities candidate for

repurposing / decommissioning:

► Balmoral Recreation Centre

► Howden Recreation Centre

► Ellen Mitchell Recreation Centre

However, the City already has capital projects to address some of its

facilities by renovating and expanding facilities. This leaves Ellen Mitchell

as the main candidate for repurposing / decommissioning.

Ellen Mitchell Recreation Centre (Ellen Mitchell) is a single-purpose facility

with a pool and racquetball court. Most of the revenue is driven by the

pool and a room rental by a not-for-profit group. The facility is subject to

capital expenses because of its age.

45

9. Improve underperforming facilities and sports fields

Page |

Sports Fields

The City has a broad portfolio of outdoor sports fields (327) that cover

eight different sports. Total utilization across the outdoor sports fields is

fairly low.

► Utilization is highest during prime hours on weekdays (58%) and is

lowest during weekdays non-prime hours (8%).

► From a sport perspective, cricket pitches are most utilized, while

football and lacrosse are least utilized, as per the table to the right.

Similar to other facilities, utilization of sports fields is unlikely to be at

100%, however municipalities tend to set utilization targets between 70%

to 80% as part of their outdoor sports fields strategies.

► Utilization of non-prime hours is expected to be lower as these are

typically lower demanded times of the day, particularly during

weekdays. That said, this is not true for prime time, especially during

weekends, which are typically in high demand.

► When looking at the breakdown of field utilization by type, the lowest

ranking ones across all sports are school fields (see Appendix for

details on breakdown). However, we have excluded sports fields from

our analysis as the City has less control over them.

► Note that the table on the right includes 76 school fields for soccer,

football and softball (see Appendix for more details on breakdown).

Sport#

Fields

Prime

Hours

Utilization

(Mon-Fri)

Non-

Prime

Hours

Utilization

(Mon-Fri)

Prime

Hours

Utilization

(Sat/Sun)

Non-

Prime

Hours

Utilization

(Sat/Sun)

Baseball 6 77% 11% 45% 47%

Cricket 16 63% 22% 83% n.a.

Field

Hockey1 81% 0% 51% 41%

Lacrosse 2 14% 6% 26% 9%

Soccer 195 54% 3% 20% 13%

Soccer /

Football /

Track

3 54% 15% 31% 16%

Softball 101 66% 4% 32% 13%

Football 3 57% 0% 1% 0%

Average n.a. 58% 8% 36% 20%

46


Some field utilization (e.g. cricket) in the above chart may be higher than

represented, as the figures may be skewed by the transition time between

two different booking sessions.

Page |

School sports fields have been excluded from the analysis, however the

grey shaded sports field below are under utilized:

Recommendation

► Collect more information regarding facility utilization at the micro-level,

specifically the number of rooms, hours available for booking and hours

booked. Ultimately this can be achieved as part of the PerfectMind

system implementation.

- This will allow for data-driven decision making about each amenity at facilities.

- It will also give the City more insights on underperforming facilities and rooms,

and therefore able to identify strategies and tactics to raise revenues from them.

► Decommission and sell (if possible) Ellen Mitchell facility and land. It is

a single-purpose facility with limited amenities (i.e. pool and multi

purpose room), therefore limited revenue tools. In addition, capital

costs will be required for structural elements (e.g. roof replacement) of

the facility as the facility ages.

► Increase Sport field utilization from partnerships or decommissioning

- Initially the City should attempt to find partnerships for the under utilized fields. If

this is not possible, the City should consider converting them into parks. Prior to

decommissioning or converting to parks, the City should evaluate the trend for

any sports (e.g. field hockey demand increasing) and if any are under supplied

then repurpose declining sports fields into fields for increasing sports. Users of

the spaces can be redirecting to other nearby sports fields to achieve greater

utilization on existing fields.

• More specifically, the table to the left recommends which fields to consider.

In the Appendix we have modelled the average change and impact on

utilization if recommendation is pursued.

47


Sport Classification # of fields Recommended # of fields

Baseball Hardball Lit 6 6

Cricket Cricket Pitch 16 16

Field Hockey Artificial Turf 1 1

Lacrosse Major Lit Field 2 1

Soccer Artificial Turf 2 2

Major Field 41 31

Major Lit Field 9 5

Mini Field 62 62

Minor Field 29 29

Stadium 3 2

Soccer /

Football /

Track

Artificial Turf 3 2

Softball Major 21 19

Major Lit 24 24

Minor 30 27

Football Major Field 2 2

Total 251 229

Page |


Key Assumptions

► We have not factored in the one-time revenue of selling the Ellen

Mitchell facility and land.

► Tracking room utilization in PerfectMind will not cost the City additional

funds.

► Not-for-profit group at Ellen Mitchell can be diverted to other City facility

therefore maintaining the revenue.

► There are one-time cost associated with repurposing sports field to

parks or for other sports that have not been factored into the financial

impact analysis.

► There may be reductions in costs associated with maintaining sports

fields after consolidating them that have not been modelled in the

financial impact analysis.

► School fields have been excluded from the sports fields analysis.

Timing

► The City should include requirements for collecting facility utilization as

part of the PerfectMind implementation (beginning in in 2021).

► Sports field utilization through marketing and partnerships can begin in

2020.

► Facility and sports fields decommissioning requires a phased multi-year

approach that could begin in 2022.


Operating

Costs

Decommission Ellen Mitchell (549,710) 0

Revenue

Decommission Ellen Mitchell 378,112 43,137

Total Operating (171,598) 43,137

One-time

n.a.

Total One-time

48

Risks

► Public dissatisfaction with the closure of Ellen Mitchell.

► Program participation does not shift to other facilities.

Page |

Situation

Recreation annually publishes two Recreation Guides for residents to use

as a guide for programs. The Recreation Guide is published for

Spring/Summer, and for Fall/Winter. The guide includes:

► An overview of each program area and the different classes – e.g. an

overview of the Dance program and the different classes such as

recital, non-recital, etc. Along with the time and day that the class is

available.

► The guide is available to pickup at various facilities across the City, as

well as digitally. However, the digital version is limited to a PDF

document and is not interactive. A full-year print brochure is on

average 240 pages and over 130,000 copies are printed.

► The digital guide does not have the functionality to ‘Add to Cart’ (i.e.

register) as it is a static PDF, however, with some interactive guides,

this could be achieved.

Peer municipalities publish similar guides and make them available in both

digital and print versions. There has been a move lately towards phasing

out print brochures and only maintaining digital brochures. For instance,

the Town of Milton, as well as Cities of Ottawa, Burlington and

Mississauga only offer their recreation guide in digital format now, for

reasons such as:

- Digital and online service are becoming more desirable

- The share of younger families and individuals is growing

The City collects analytics on uptake of the digital brochure, which we have

summarized below.

► The majority of individuals viewing

the digital guide are between

the ages of 25 and 44,

making up 72% of the

total viewers.

► Online registrations have been increasing at a faster rate than in-

person registrations. Between fall 2019 and summer 2019, online

registration increased from 25% to 32%, while in-person registration

decreased from 75% to 68%.

Recommendation

Adopt an interactive digital recreation brochure and eliminate printed

brochures. An interactive digital brochure allows for page flipping,

searching and embedded links (e.g. residents entering email addresses to

register or clicking links for more information).

49

10. Phase-out the print brochure and adopt an interactive digital

brochure

37%

35%

14%

7%

4%3%

25-34

35-44

45-54

18-24

55-64

65+

Page |

Timing

► The City has a high-level long-term plan to gradually phase out the

print brochure and maintain a digital one. However, this opportunity

could be implemented beginning in 2021 and having the physical

brochure completely phased out by 2022.

► The Recreation Guide is prepared several months in advance,

additionally it will take some time to find the right digital solution.

Key Assumptions

► The digital brochure cost is based on a sample vendor costing for

Business Solution Plan costs.

- The Business Solution Plan includes 500 catalogues, 500 pages, and 3 user

accounts.

► The effort put into designing the print brochure will be identical for the

digital brochure.

► The current effort is split as 32 hours from Strategic Communications

department and 96 hours from Recreation, and remains unchanged.

Risks

► Public dissatisfaction with removal of physical recreation brochure.

► Uptake of digital brochure is lower than expected and residents prefer

physical copies.

► Public calls increase as residents inquire about programs because they

do not want to use the online brochure.


Operating

Costs

Design (11,700) (11,700)

Print (46,800) 0

Distribution (9,400) 0

Digital Brochure 0 (1,850)


One-time

n.a. 0 0

Total One-time 0 0

50

10. Phase-out the print brochure and adopt an interactive digital

brochure

ANIMAL SERVICES

Service Summary

Page |

Animal Services (AS) provides treatment, care and protection for all

animals in the community while advocating for cohabitation with

wildlife

They are the only shelter facility in Brampton. Their services are:

- Managing and operating an animal shelter including working with vets for the

care of the animals and running an adoption program

- Education and outreach, including partnerships with institutions and volunteers

- Licensing and registration of cats and dogs, kennel owners and coop owners.

Along with inspections of pet shops and pigeon owners facilities

- Enforcement of municipal, provincial and federal legislation relating to animals

- General wildlife management to aid in residents cohabiting with the community

wildlife

► The table below shows a snapshot of the branch’s workload in the last

twelve months.

► This is a fall from full-year 2018, where 31,000 requests were received

by 311, which was 10% up from 2017.

Although work volume has fluctuated year-over-year, expenditures have

slightly increased each year.

While revenue has been steadily increasing, it is lower than the budget of

$340,000, although much lower than the peers that provided use feedback,

as a percentage of expenses.

52

Animal Services provide both by-law enforcement and shelter services

2018 - 2019

311 26,858

Service requests 17,141

Animals received 7,689

Adoptions 697

2016 2017 2018

Revenue 228,527 250,351 271,789

Labour Expenses (2,155,382) (2,392,152) (2,601,405)

Other Expenses (298,703) (445,686) (428,056)

Net (2,225,558) (2,587,486) (2,757,672)

0

0.2

0.4

0.6

0.8

1

1.2

Ratio of Revenue to Expenses

Page |

Residents drive much of the workload

When residents contact the City with an animal-related matter, AS

records a service request within the Chameleon system

The top five categories of service requests account for 50% of the total

service requests that AS dealt with.

► Most relate to wild animals, over 5000, but AS has limited control over

affecting the volume of requests.

► The other three categories to the right, along with a number of other

categories, call volumes could be affected with proactive work.

The contacts that AS receives show clear seasonality

Contacts grow dramatically during the summer months. The chart to the

right shows how extreme this shift can be, with volume tripling in 2017

between Q1 and Q3.

► AS is aware of this and adds limited seasonal staff during the summer.

► Variable work volume of this nature is often a signal that contracted

services can help. Certainly, the specialized nature of Animal Control

Officers (ACO) will make it unlikely that much temporary or seasonal

staff can be found.

Incident Number Total Time (Hrs)

Dead – wild 3389 11,184

Wild – injured 1880 1,880

Licence – dog 1569 5,021

Park – patrol 1335 7,343

Stray – roam 1163 3,489

53

0

2,000

4,000

6,000

8,000

10,000

12,000

Q1 Q2 Q3 Q4

Contact Seasonality

2017 2018

Page |

The Division has an evenly distributed span of control

With a total of 21 regular staff, they have an even distribution

between the two supervisor

One supervisor oversees all ACOs, the other one is responsible for all

kennel attendants and clerks within the shelter.

► AS operates with three layers of management. This organizational

structure is in line with the Division’s operations. ost of the labour

required is done by the officers and attendants.

► One manager has overall responsibility for the Division.

Overall, the structure is reasonably efficient

With 22 full-time staff, it is a small Division in the context of the City.

Additionally, the Division is physically separate from other City operations.

► This means it is difficult for them to take advantage of shared staff,

such as administrative support.

► Management should give consideration to how AS gets access to

shared and corporate resources.

2

9

10

Manager

Supervisor

Supervisor

Span of Control

54

19

2

1

7

5

4


ANIMAL SERVICES

Recommendations

Page |

Of the 23 opportunities we identified, six have a high priority economic

case

56



costs in the AS Division

From the 23, we identified six that were higher

priority offering larger or more immediate

benefits. The table to the right shows the net

change to operating expenses for each of those

opportunities.








limited





the opportunities.


The recommendations can potentially save the City over $285,000. That being said, it is crucial that

every opportunity before being pursued considers the non-financial aspects on the community (e.g.

changes in service levels) before committing to its implementation.


11. Improve information online to reduce calls (57,007) (42,755) 14,252

12. Move to a new facility (2,920,084) (2,772,861) 147,223

13. Provide scripts to Service Brampton (23,325) (21,457) 1,868

14. Increase utilization of Chameleon (92,384) (28,477) 63,907

15. Redesign the payment process (60,062) (2,125) 57,937

16. Provide education related to animal services 0 0 0

Total (3,152,862) (2,867,676) 285,186

Page |

Situation

In 2018, Service Brampton received over 31,000 calls related to animal

services – this equates to % of the City’s population.

► Of these, more than 13,000 calls were requests for information only.

► An additional 5,000 were transferred to the Division.

► Limited information online, the wrong type of information, or difficulty in

being able to find the information, are likely factors in the high volume

of animal services calls.

Recommendation

Redesign the AS website to better inform the public, with the objective of

reducing the number of information only calls so that more time can be

spent on service request calls. Specifically:

► Increase the amount of information that is available on the website

► Promote content related to common inquiries

► Clearly outline the services provided by Division

► Investigate what services can be provided online (e.g. type of service

requests that can be created online

Approach

Provide information directly on the website

The Division uses external links throughout the website, rather than

providing the information directly.

► In some cases, the Division has chosen to provide links as information

is controlled by a third party such as the Province and is often updated.

► However, often, when users have an inquiry, they want the answer to

be easy to find and may not want to be directed to multiple other

websites.

► Some external websites have a lot of information that can be frustrating

for users to sort through to find the answers to their questions.

► We suggest the Division summarize information on these websites and

provide links to external sources, should residents wish to learn more.

► IT manages the City webpages and the Division manages their own

Facebook and Instagram accounts. While IT is responsive, it may be

beneficial for the Division to promote their social media links more on

its website to get information out to residents in a timely manner.

The website also provides links to PDF pamphlets created by the Division.

► These are designed to be printed and folded (e.g. wildlife pamphlets).

If using a mobile device, the layout would be challenging to navigate.

► We suggest changing the focus of these web pages away from

providing links and toward addressing the user’s needs directly on the

website. From the first interaction, help users to satisfy the reason they

are visiting your pages. A common approach to this is “I want to…”

57

11. Improve information online to reduce calls

Page |


58

Promote content related to the most common

inquiries

Keep track of the volume of specific inquiries

you receive and make sure this information is

highly visible on the website.

► Work with Service Brampton to improve the

categorization of calls.

► Implement a “Top Inquiries” menu on the

home page to direct users to those pages.

► Change the list over time as the type of call

inquiries change.

An FAQ section is another helpful source for

common information. The current section has

questions that are not explicitly answered.

► At the time of writing, the answer to “ hat

are the fees for adopting” is a web link that

does not work. This has now been fixed.

► We suggest more direct answers (e.g.

providing the fees table as the answer), even

if it is also offered in another area of the

website. This means less of the user’s time

is spent searching for the information.

Top Inquiries (2018) Calls Current Online Information Potential Improvements

General information 1,696Limited FAQ section, and some

of the links are broken

Expand FAQ section, provide

direct answers, and include

working links

Animal shelter volunteers 964Explicitly tells the reader to call

the shelter about orientation

Provide online ability to sign up

or be put on waitlist

Licensing/registration 927

Information provided and easily

accessible

Online licensing

Dog adoptions 633 Describe what to expect of the

adoption process (e.g. steps)Cat adoptions 382

Euthanasia/cremation 357 Information not providedProvide clear list of services,

and this is not one

Surrendering an animal 472 Information not provided

Describe what to expect of the

process so residents come

prepared

Lost animal 805Information provided and easily

accessible

In addition, provide ability to

report online (e.g. create a

service request)Found animal 276

Stray domestic at large 228

Information not providedProvide information and online

service request capabilityProperty wildlife removal 1,325

Young/orphaned wildlife 234 Links to other websitesClarify what the public needs to

know “the do’s and don’ts”

Page |

Outline your services

Many calls relate to services the Division does not provide (e.g. animal

cruelty enforcement, euthanasia etc.).

► Clearly outline the services on the first page of the website.

► Provide a list of services that are not provided by the City but are

frequently asked about. To pre-emptively address further resident

questions, provide details of where the resident can receive these

services. Include contact details for these third parties.

Investigate what can be requested online

There are examples of inquiries that could potentially be addressed online.

For example:

► For inquiries related to volunteering, the website says to call to book an

orientation. This is an example of where online booking would reduce

the number of phone calls.

- Within the same webpage, the user is informed to contact the shelter for more

information regarding donations.

- We suggest that instead, that the Division provides a checklist of what is and

what is not appropriate to donate. However, we recognize that the type of

donations the Division needs changes very frequently, and it may be onerous to

contact IT to change this every time.

- This is an example of where it may be beneficial to provide links to the Facebook

and Instagram pages in a highly visible place on that webpage.

We also suggest the Division work with IT and Service Brampton to

investigate the current capability for online service requests. For example,

consider including the ability to report a lost pet.

► We recognize that often, when residents call with these reports, staff

have a series of questions to assist the caller to correctly identify the

breed of animal.

► We suggest incorporating these probing questions within the online

report. While this will not eliminate the call volume – there will continue

to be some cases the Division may have to follow-up with a call to the

reporter – it will still reduce the total number of calls that are received

by Service Brampton and then transferred.

59


Page |

Timing

This opportunity can be pursued in 2020 and could see a reduction in the

number of calls immediately.

Key Assumptions

► With an average phone call of 5 minutes, the 2018 volume of calls

equates to almost $60k in labour costs.

► With the suggested website improvements, the total call volume will

decrease by 25%.

► There will be one-time labour costs to make these changes to the

website.

Risks

► Residents still chose to call, even though the information is readily

available online.

► The ability to make changes to the web pages as outlined here is

limited both by the technology and the communication policies in place

at the City.


Operating

Costs

Labour related to calls (57,007) (42,755)


One-time

Costs

Labour to enhance the website 0 (2,481)


60


Page |

12. Move to a new facility

Situation

The AS division is located in the east of Brampton – shown on the map to

the right.

► The site consists of the main shelter building that houses shelter staff

and animals. Animal control staff are housed in a second building near

the shelter.

► The facility is at capacity for staff, with staff typically having less than

75 square feet of desk-based accommodation. The shelter can

accommodate the volume of animals they have historically had to

manage. Current levels mean there is some spare capacity.

► However, a temporary trailer has been set up in the parking lot for a

number of years, to house animals if the volume exceeds capacity, or if

isolation is required.

► There is no room for any other activities beyond sheltering animals.

They have even set up common pet owners sale items in the entrance

vestibule.

The location is semi-industrial, with little natural foot traffic.

► While this is advantageous as there are few residents to make potential

noise complaints, anyone wishing to adopt must make a focused

journey to reach the shelter.

61

ot bein centra y ocate may increase the trave time for C ’s

Currently, AS has divided Brampton into three zones, east, central and

west (Marked with the red lines).

► Having to cross most of Brampton to reach incidents on the west-side

can mean ACOs are in vehicles – essentially unproductive time – for

long periods.

► This may be made worse by having to traverse some of Brampton's

denser urban areas as well.

Investigating a new facility gives opportunity to address all of these issues.

Page |

Recommendation

Investigate moving to a new facility that has more square footage to allow

for additional services to be offered that might be revenue-generating.

► The facility should be more centrally located and close to a residential

population to increase the profile of AS, increase foot traffic –

particularly for the new services - and improve accessibility.

► The size should allow for three new activities:

- On-site vet

- Storefront for pet owner products

- Education

► A new location could also promote licensing and possible speed

adoption.

► Expanding the existing facility would not resolve the problems that were

outlined on the previous page relating to its location.

Approach

Identify a facility

The nature of the required facility means it is unlikely one exists today. A

suitable sized space will need to be found that can be renovated to meet

the needs of AS.

► Alternatively, a new facility could be built if no suitable facility exists.

Partner with third parties to deliver additional services

Having a vet on-site will reduce travel to move shelter animals that need

treatment and reduce travel time for vets providing scheduled services to

the shelter.

► Offering to lease space to vet is likely a better model as the shelter

does not require full-time vet services today. Having a private vet will

also increase foot traffic to the facility. Four of the peers we contacted

had adopted a vet on site model.

► The same is true for the store front, have a commercial provider lease

the space.

Optimize the ACO routes

Once the new location has been identified, look at the best zones for the

AC ’s.

► However, with the small number of ACOs on duty at any one time, it is

likely easier to manage service level not by geography but by proximity

(i.e. whichever ACO was closest would be dispatched).

62


Page |

Timing

This is a multi-year initiative that focuses on reinventing the role of AS in

the community.

► If this initiative started in 2020, it would be at least three years before

AS was operational in a new facility.

Key Assumptions

This opportunity is based on the assumption that a suitable facility can be

found.

Risks

Moving the location of the shelter might increase the dissatisfaction of

residents near the new facility.

► Residents may be concerned about having a shelter near them, may be

unhappy with noise and may have concerns about increased foot

traffic.

63



Operating

Costs

Facility costs (314,985) (425,000)

Vet services (194,638) (175,174)

Labour (2,601,405) (2,557,725)

Revenue

Adoption 59,716 65,688

Licenses 131,228 144,351

Vet lease 0 105,000

Store lease 0 70,000

Total Operating (2,920,084) (2,772,861)

One-time

Costs

Renovation and move costs 0 (5,950,000)

Total One-time 0 (5,950,000)

Page |

Situation

As discussed, Service Brampton receives about 31,000 calls per year

related to AS.

► Around 17,000 calls relate to information only. Service Brampton is not

able to answer all of the information only calls and transfers

approximately 5,000 calls to AS.

► Additionally, Service Brampton creates around 8,500 service requests

for the AS ACOs. The ACOs find the information in the service

requests can often be incomplete or incorrect, reducing their

effectiveness at delivering their services.

► Examples include:

- Not having clear locations of where a stray was spotted, it might highlight the

stray was near a specific intersection, but not which street, side of the street and

direction the stray was moving in.

- Calls about injured animals are given higher priority than dead ones, but at times

when the ACO arrives, an animal report with a non-life threatening injury is

actually dead.

► Service Brampton can get multiple calls from residents that relate to the

same animal incident, but it is rare that the service requests are linked,

forcing ACO to try to recognize the incidents are linked or to investigate

the same matter twice.

Recommendation

Implement a more robust set of call scripts that would assist the CSRs to

ask better questions, capture better information and transfer fewer calls.

► CSRs cannot be experts in all the fields they receive calls and this is

true whether it’s a 311 service such as Brampton or Rogers customer

service. While SB has some guides from AS today, they can be

improved.

► Common practice for call centres is to have call scripts that lead the

CSR through a dynamic, structured set of questions that change the

path based on the answers received.

► Implementing these sorts of scripts would enhance the service provided

to operational divisions in Brampton. It will also increase the

consistency of the customer experience.

64

13. Provide scripts to Service Brampton to reduce the number of

transfers

Page |

Approach

Identify the most common contacts that prove difficult

There are a large number of possible inquiries, to get the highest impact,

identify the issues that most commonly cause difficulty for SB to address.

► These may be the most common informational calls that are transferred

or the type of service request that most often has missing or incorrect

information.

► From this list, identify those that a question script can be employed.

For each situation, develop the question script

To be clear, this is not a what to say script, but a what to ask script.

► ACOs can document what information they would like in each scenario.

Then translate the desired information into a question. The questions

should be clear and specific so that the information gathered is

complete.

► ACOs should then consider the order the questions should proceed and

structure the basic question tree. Next, consider the common answers

that a CSR might receive and what questions would follow an answer.

► For scenarios where a caller is requesting information, at the end of the

tree, document the answer the CSR should provide. In some cases, it

may be useful to provide links to web pages that provide the

information rather than having to maintain the information in two

locations.

An example tree may look something like this

► Below is an extract of a simple example of a question tree.

65


transfers

Open new service

request for AS

What type of

animal is it?

Does it appear to

be wearing a

collar?

Make a note that it s

a domestic pet

Where is the

animal?

Dog Cat Bird Other

Yes No

Address Junction Landmark

Page |

We can quantify a small labour saving for this opportunity from fewer calls

being transferred, much of which would be used to maintain the scripts.

► Rather than significant cost savings, this opportunity creates a better

customer service experience.

Timing

This opportunity can be pursued in 2020 and could see a reduction in the

number of transfers immediately.

Key Assumptions

The major assumptions for this opportunity are that the top five most

common transfers are addressed with question trees and that employing

this approach would reduce transfers from those calls by 50%.

Risks

While not specifically a risk, creating a system as described requires

maintenance. AS will need to update the question trees and the

information as policies and operations change.

► It would also be helpful to know how well each script works and, over

time, to adjust those that don’t.

► The labour to monitor and adjust scripts is likely greater than savings.


Operating

Costs

Labour addressing transferred calls (23,325) (19,707)

Labour to maintain scripts 0 (1,750)


One-time

Costs

Costs to develop scripts 0 (1,750)


66


transfers

Page |

Situation

Chameleon is the main system where all AS related activities and data are

tracked. Each activity is linked to an animal, person or both.

► Every person’s interaction with AS is tracked by activities, such as

service requests, donations, and adoptions etc.

► Similarly, all activities that occur with an animal are tracked, such as

intake, medical treatments and adoptions etc.

► People and animal files are then linked to those activities.

Chameleon is being used in a very manual fashion – where information is

required, it is input manually. The Division is not leveraging all of the

system’s many windows and automation capabilities.

Recommendation

Increase utilization of Chameleon to increase efficiency and reduce labour,

specifically:

► Utilize already existing Chameleon functionality:

- Animal behavioural window

- Citation violation window

- Web-based volunteer application

► Automate the majority of the medical to-dos by using scanners and

leveraging the information already in Chameleon.

Utilize Chameleon’s animal behavioural window

► Currently, results of animal behavioural assessments are recorded on

paper and then manually transcribed into the animal’s Chameleon file.

► As of right now, there aren’t designated fields in the system to record

and organize the information. Rather, some staff will key the

information into the memo section of the file and then scan and attach

the paper to the file.

► In this format, the results of the assessments are difficult to find and the

data can not be easily analyzed or reported.

► e recommend implementing the use of Chameleon’s animal

behavioural window to reduce the time spent recording results and

improve the quality of data.

► Program the window to include all behavioural tests and create

specified fields with drop-down menus and selections to record the

results of the tests.

► Using the window, staff will be able to select which test they are

conducting and record the data in specific fields.

► This will allow the Division to easily track and asses behavioural data

and make recommendations for future tests, medications, or adoptions.

67

14. Increase utilization of Chameleon

Page |

Utilize Chameleon’s citation violation window

► The majority of AC ’s notes are documented on paper. A portion of

investigations-related information, such as witness reports, is put into

Chameleon as an attachment to activity numbers. In this format, it is

difficult to find and track information.

► A great deal of manual effort is required to gather and package all the

required documentation for prosecutions packages.

► e recommend the Division use Chameleon’s citation violation window

to store all information the relates to an investigation in a format that is

searchable and easy to report on.

► We suggest the Division first document the system requirements (e.g.

what fields are necessary to capture information) for creating

prosecution files, then use these to program the window.

► Once implemented, store all evidence within the database and prohibit

the use of paper. This may require further discussions with the legal

team regarding the validity of electronic evidence.

► ave AC ’s utilize tablets to record electronic witness statements.

► hen programmed with the correct fields, AC ’s can enter required

information against the activities in designated fields. The data can

then be pulled to generate the desired letters automatically .

► Additionally, electronic documentation in this format will enable the

Division to easily identify and report on trends (e.g. neighbourhoods

requiring increased enforcement).

Utilize the web-based volunteer application

► Annually, the Division accepts and manages over 100 volunteers, and

volunteer turnover is incredibly high. There are many types of

volunteers (e.g. fostering, dog walking etc.), and the volunteers differ in

their availability.

► As safety to both the volunteers and animals is extremely important,

the Division places restrictions on what they are allowed to do and

where/what they are allowed to access.

► This management of the volunteers is highly cumbersome and manual.

Clerks manually schedule the volunteers, track hours, communicate

tasks, etc.

► e recommend the Division use Chameleon’s web application

designed to automate many aspects of volunteer management.

► We suggest programming the application to enable electronic

assignment of tasks to volunteers, provide sign in and out functionality,

automate scheduling and tracking of volunteer hours.

► The Division may wish to also use the system to communicate with

volunteers through alerts or requests.

68


Page |

Automate the majority of the medical to-dos by using scanners and

leveraging the information already in Chameleon

► The Division classifies medical to-dos as any treatments or medical

interventions they provide the animal. This includes tracking

medications, sending animals to the vet clinic, tracking the animal’s

exercise, etc. The majority of Kennel Attendant staff tasks are

considered medical to-dos.

► Medical-related information is tracked on paper and then later

transcribed into the system.

► The Division has to follow strict regulations for tracking medication and

overall animal health. Having paper as the primary method puts the

Division at high risk, as paper is easily lost or destroyed. The Division

has expressed great difficulty in abiding by the legal requirements and

maintaining accurate records due to the level of manual effort required

► We recommend the Division automate the creation of hospital sheets

when sending animals to the veterinary clinics.

► We recommend the Division utilize scanners to get information into the

system to:

- Reduce manual effort and duplication associated with keying information into

Chameleon

- Ensure the data is accurate and eliminate duplicated entries going forward

► The Division will need to program the scanners with business rules to

get the data into the right fields of Chameleon. Specifically, set the

scanners up to:

- Input customer information at the front counter (e.g. scan license to identify

whether a record already exists and automate the creation of one if it doesn’t)

- Input the information from the treatment cards on the front of animal cages into

the animal’s file

Timing

This opportunity can be pursued in 2020 as Chameleon already has much

of the suggested functionality. The Division could see a reduction in labour

costs immediately.

Risks

► Right now, paper is integral to many of the Division’s processes.

Removing it will require thinking about what controls will be required to

keep the various processes running smoothly – which if not in place

may delay uptake.

69


Page |

Key Assumptions

► Using drop-downs and selection boxes to enter the information

eliminates steps to rekey information and will half the time required to

document behavioural assessments

► Storing information about investigations electronically will automate

many steps of the investigations and prosecutions processes, reducing

total labour hours by almost half.

► Clerks spend 12 hours a week managing the volunteers. The volunteer

application window will automate many activities (e.g. scheduling,

tracking hours and assigning duties), reducing manual efforts by half.

► Two medical to-dos will be fully automated by leveraging information

already in the system and using scanners.

- Creating hospital reports will be fully automated.

- Treatment cards will be scanned with the portable scanners

► There will be one-time IT labour costs to program the behavioural

assessment, citation violation windows and the scanners.

► Additional equipment will be required, including:

- Nine mobile printers and tablets (one for each truck) for ACO to use off-site

- Two laptops for the shelter for volunteers to access the web-based application

- Five scanners, one available in each animal room


Operating

Costs

Labour costs

Behavioural assessments (22,294) (11,147)

Investigations and prosecutions (3,561) (1,901)

Managing volunteers (13,024) (6,512)

Medical to-do's (53,505) (8,917)


One-time

Costs

Labour

Program behavioural window 0 (3,600)

Program citation violation window 0 (12,000)

Program scanners 0 (1,600)

Electronic equipment

Printers 0 (1,575)

Tablets 0 (1,800)

Laptops 0 (1,500)

Scanners 0 (750)


70


Page |

Situation

Currently, the Division’s payment process requires the use of two systems.

Staff expressed that while Chameleon has POS functionality, the Division

has been instructed to use the Class POS, as it is integrated with the GL

system, PeopleSoft. However, at this time, the Recreation Department is

in the process of implementing PerfectMind, a membership management

system that will replace Class.

► The Division accepts payments for a variety of services, including

adoptions, licences and donations. Given the two systems, Class and

Chameleon, are both required but are not integrated, the process is

highly manual with duplicate data entry and multiple reconciliations

required.

There is duplicated effort at the point of payment

► The Division accepts payment by cash, cheque, debit and credit.

► Staff input the necessary animal and/or person-related information into

Chameleon and the system automatically completes some of the fields

and selects the correct pay code.

► Staff then access the Class system and input similar data, such as the

customer’s information, the necessary transaction item codes that

would be found on the receipt (e.g. licensing information for pet

licenses) and selects the pay code.

Staff expressed that using both systems simultaneously often causes the

computers to freeze. When this happens other windows or tasks can not

be used or completed while the transaction is being processed

► Once the transaction has been completed in Class, staff will return to

Chameleon and print the receipts to close the transaction.

► Creating this receipt closes the transaction in Chameleon, which

automates other aspects related to the purchase. For example, closing

the transaction for a license triggers the tag renewal, automatically

notifying the Division later when the owner needs to renew.

► The Chameleon receipts contain much greater detail for the customer.

or example, for adoptions, it would include the animal’s medical

history.

► A copy of each receipt is stored at the front desk until the following

morning, at which point they are packaged during the reconciliation

process.

There is an extensive reconciliation process

► Each morning the clerks will reconcile the data in the two systems

► Multiple copies of different reports are printed from each system

- Three different Class reports: Daily Cash Balance, Daily GL, Journal Listings

- Three different Chameleon reports: Cash Box Closing, Account Code, Donation

Summary

► Staff then reconcile the information between the various reports,

ensuring that both systems are reporting the same data (e.g. same $

for each account code)

71

15. Redesign the payment process

Page |

► Staff will manually create a “Daily Revenue Summary” in excel, by

rekeying select data from the Class and Chameleon reports.

► The reports, revenue summary, and receipts from the previous day are

packaged and provided to the Supervisor for review and approval.

Any discrepancies usually go unresolved, leading to unreliable data

► The reconciliation process reveals when there is a discrepancy

between the Class and Chameleon data.

► The most common potential errors are when item codes do not match.

Common scenarios include:

- Adopting a cat is accurately depicted in Chameleon, but the dog adoption code

is selected in Class.

- The multiple license costs each have a different code, such as for a spayed

animal is $40, but if it’s for a senior citizen it is $10

► Using two systems that are not integrated introduces the potential for

human error.

► In Chameleon, the item codes (payment required) are automatically

selected based on the information that precedes them, such as the tag

number populates the type of license and item code.

► When there are errors between the Class and Chameleon data, the

Division will contact the customer to resolve (e.g. refund). However,

sometimes, it isn’t resolved and so the two systems continue to have

different data.

Recommendation

Change the payment process to reduce the manual reconciliations

required. Reducing the number of systems used removes the need to

reconcile. Specifically,

► Utilize Chameleon’s S

► Integrate Chameleon with eopleSoft’s G

Approach

► The Division already has access to Chameleon’s S, therefore costs

related to purchasing additional modules or capabilities are not

required.

► What is required would be integration between PeopleSoft and

Chameleon. We suggest the City undergo a simpler integration, where

only a daily total of each payment type, rather than every single

transaction, is sent from Chameleon to the GL. In this scenario,

Chameleon would be acting as a sub-ledger.

► The City is already in the process of integrating the online payment

ability of Chameleon with the PeopleSoft GL. There may be an

opportunity to extend this to include the in-person payments.

72


Page |

Timing

This opportunity can be pursued in 2020 and the labour benefits could be

realized immediately.

Key Assumptions

► Process steps will be eliminated with the use of only one system

- Double-entry currently required for each transaction will be eliminated

- The daily reconciliation process

► IT will no longer need to pay for the Class licenses used by the AS

Division.

► Current IT staff have the capabilities to integrate Chameleon POS and

Peoplesoft.

Risks

► Poorly designed integration can lead to data inaccuracies between the

two systems.

► There may be a level of staff training required for the new system

capabilities, the costs of which are not considered here.


Operating

Costs

Labour costs (transaction) (4,251) (2,125)

Labour costs (reconciliation process) (51,011) 0

Class licenses (4,800) 0


One-time

Costs

Labour costs (integration) 0 (3,200)


73


Page |

Situation

The services provided by the Division are typically triggered by a resident,

whether that be a call to Service Brampton or a visit to the shelter.

► In that sense, AS can be thought of as reactive and as such, have little

control over the volume of work that they receive.

► Becoming more proactive in the services they provide has the potential

of reducing the downstream workload.

A key element of being proactive is education.

► While training is available in the community, for example, puppy

classes, the responsibilities of pet ownership is not as available.

► Educating residents on responsibilities could have the effect of

reducing the demand for AS.

► Education is a responsibility of the Division today, however, the service

demands mean that little time is actually available for this activity.

Recommendation

Transform the role of AS to focus more on education in order to reduce the

downstream incidents the Division has to address.

Identify segments

The population of residents can be divided into segments, each having a

different educational need.

► An example segmentation could be current pet owner/not pet owner;

adult/children; planning pet ownership/not planning.

Investigate the source of incidents

AS has reasonable data on what ACOs were called to act upon in recent

years.

► Analysis of this data would all AS to identify which set of incidents

might be mitigated through education.

► It would also help to decide which segment should be targeted in order

to reduce the more common incidents that could be avoided.

Design education

Develop the educational materials that would achieve the designed change

in incidents and develop the materials.

74

16. Provide education related to animal services

Page |

Timing

We propose conducting a pilot or trial to demonstrate that this approach

can reduce the incidents that AS has to address.

► Using the pilot approach, two staff could be hired next year to

undertake the pilot.

► That said, a material fall in incidents might take two or more years to

achieve. Once the incident volumes have begun to change, the pilot

can transition to a full program with an equivalent reduction of staff in

enforcement or shelter activities.

Key Assumptions

Run as a pilot initially, when this opportunity becomes operational, it would

be cost-neutral and reflects a different type of service to the community.

Risks

Natural changes affect the volume of incidents AS address.

► With a pilot of this nature, it is critical that clear connections be drawn

to its impact on incidents as well as identifying other factors that may

affect them.

► If the pilot cannot demonstrate that positive impact and staff transition

to return to cost-neutral, the pilot should not be continued.


Operating

Costs

[Costs would remain the same as today] - -

Total Operating 0 0

One-time

Costs

Labour 0 (150,000)


75

16. Provide education related to animal services

FACILITIES

Service Summary

Page |

The Division is split into four functional areas

77

The Facilities Operations and Maintenance

( M) Division ensures that the City’s

facilities are well-maintained, safe,

comfortable and functionally rich

’s vision focuses on embracing techniques

and technologies that will provide the most cost-

effective service delivery and continuously

improve service quality.

► The table to the right highlights the core

services provided by the Division.

► Security incidents have increased by 11%

and the number of patrols has doubled. It is

likely that with the increased patrols, fewer

incidents are going unnoticed now.

► Asset Management and Capital Planning

(AM&AP) has the smallest expenditure.

► Maintenance and Operations have a similar

scope of services, and together makeup 70%

of the Division’s annual expenditure.

► While corporate greenhouse gas emissions

have increased by 11%, the total equivalent

kWh energy consumption for all buildings has

decreased from 27.3 kWh/sq. ft. to 26.2.

Core ServicesExpenses

(2018, $)Workload Snapshot

Security

Services

► 24/7 Security Control Centre

► Foot and mobile patrols

► Investigations and crime analysis

► Transit Terminal Security

► Security Risk management

5.2

million

► 13,152 incidents

► 32,879 patrols

Asset Mgmt.

& Capital

Planning

► Audits and reporting

► Environmental management

► Capital planning

► Asset management

0.37

million

► 17,500 assets

► 180 condition

assessment per

year (650 every

four years)

Maintenance► Satellite buildings maintenance

► Contract management7 million

► 97 contracts

managed

► 34,000 work

orders completed

Operations

► Downtown buildings maintenance

► Energy management

► Courier and mailroom

► Facility event coordination

5.6

million

► 249 events

coordinated

► 2877 tonnes of

emissions

► 685,000 mail

delivered

Page |

Maintenance-related contractor costs have increased by 52% since

2016

FOM manages 48 buildings equalling 2,128,804 square footage

The Division uses a mix of staff and contractors for maintenance.

► Total contracted services costs related to maintenance in 2018 was

$3.9 million, while the total labour costs for maintenance was $3.3

million.

► The contracted services costs per sq. ft. for demand maintenance has

almost doubled since 2016. While preventative maintenance has

increased by only 27%. Outside services maintenance (which could

include any type of maintenance), has increased by over 40%.

► Ideally, an increase in preventative maintenance would decrease the

need for demand maintenance, as scheduled maintenance reduces the

likelihood of assets breaking down.

► The increase in contractor costs cannot be explained by an increase in

the number of buildings. Nor has there been a reduction in headcount,

which would typically be supplemented with contractors. Rather,

labour costs have slightly increased by 3% since 2016.

► The reasons for this increase are not apparent. Potential explanations

could include:

- Increase in service levels

- Minimum wage increases, however, this would only explain the increase from

2017

- No predictive maintenance resulting in an increase in assets breaking down

► However, these are speculative explanations. Further analysis and

discussions with the Division are required to identify why there has

been such a large increase in contracted services.

$-

$0.20

$0.40

$0.60

$0.80

$1.00

$1.20

Demand Preventative Outside Services

Contracted Services Cost per Sq. Ft.

2016 2017 2018

78

$2.45

$2.50

$2.55

$2.60

$2.65

$2.70

$2.75

2016 2017 2018

Labour Costs per Sq. Ft.

Page |

Expenses for FOM increased by 20% and revenue by almost 40%

With the exception of AM&CP, Labour across all areas has increased due

to recent minimum wage increases.

► Additionally, Security converted three caretakers into FT security

guards.

► Over 80% of the remaining Security expenses relate to the security

contract. This has increased by 27% since 2016 as FOM procured a

new provider with higher service levels.

► A &C ’s other expenses, which include contracted and professional

services, have decreased. FOM uses these services to assist with

various audits (e.g. BCAs, roof audits etc.). Many occur on either a 3,

5 or 7 year cycle, or as needed. Likely, 2018 was an off-cycle year. It

may be beneficial to stagger these audits in order to spread these costs

evenly over the years.

► Facilities maintenance makes up the majority scope of work for both

Maintenance and Operations. Since 2016, revenue increased by 40%,

while labour stayed the same. Other expense categories increased by

over 30%.

- Repairs/maintenance/materials increased by over 60%

- Contracted services increased by 50%

- Utilities increased by almost 25%

► While a small number, the peer feedback did not show any trend in the

percentage of facilities work that is contracted.*

2016 ($) 2017 ($) 2018 ($)

Security Labour (689,161) (739,206) (785,620)

AM&CP Labour (537,434) (312,187) (363,970)

Maintenance and

Operations Labour

(5,641,681) (5,475,900) (5,809,076)

Labour Expenses (7,177,886) (7,128,370) (7,662,028)

Security Other (3,885,727) (4,041,314) (5,011,412)

AM&CP Other (181,973) (22,432) (5,859)

Maintenance and

Operations Other

(7,654,600) (8,174,656) (10,034,240)

Other Expenses (11,361,114) (11,895,847) (14,572,292

Security Revenue 433,061 362,519 505,475

AM&CP Revenue - - -

Maintenance and

Operations Revenue

2,345,061 1,686,347 3,244,987

Total Revenue 2,345,061 1,686,347 3,244,987

Net (16,193,939) (17,337,870) (18,989,334)

79

The Division’s net expenses have increased by 17% since 2016

* City of London; City of Calgary; City of Kitchener

Page |

FOM has low spans of control, with management having few direct

reports

FOM has 82 full-time staff across five layers of hierarchy

Beginning with the Director in level two and managers in level four. The

Division does not have senior managers, which would typically be in the

third layer.

► The fifth layer is a mix of supervisors, advisors and analysts, while

layer six is primarily coordinators.

► The majority of staff are concentrated in layer seven. This includes

building maintenance operators, caretakers and property services

attendants.

► Without considering management of contracts, the Division appears to

have low spans of control, this is especially evident as the difference

between layers five and six is small.

The Division should investigate reducing the number of manager and

supervisor positions to increase the span of control

► Supervisory positions that have a similar scope of work may make

good candidates for consolidation. For example, the Supervisor of

Security Risk Management and the Supervisor of Security Operations,

or the Manager of Operations and the Manager of Maintenance.

43

19

15

4

1

7

6

5

4

2


80

0 1 2 3 4 5 6 7

Supervisor Security Risk Mgmt

Supervisor Operations

Supervisor Security Operations

Supervisor Security Systems

Manager Maintenance

Manager AM&AP

Supervisor Energy Mgmt



Manage Security Services

Supervisor Contracts

Director FOM

Manager Operations

Span of Control

FACILITIES

Recommendations

Page |

Of the 23 opportunities we identified, four have a high priority economic

case

82



costs in the FOM Division

From the 23, we identified six that were higher

priority offering larger or more immediate

benefits. Some of those higher priority

opportunities were consolidate to leave the four

shown in the table to the right.








limited





the opportunities.


The recommendations can potentially save the City $1.63 million. That being said, it is crucial that

every opportunity before being pursued considers the non-financial aspects on the community (e.g.

changes in service levels) before committing to implementation.


17. Implement a CMM/CAM system and reduce the

demand maintenance(2,444,192) (1,916,836) 527,356

18. Centralize facilities management (17,411,361) (16,800,026) 611,335

19. Bring security patrol in-house (4,776,956) (4,694,5554) 82,402

20. Change aspects of service delivery to increase

efficiency(2,103,678) (1,699,154) 404,524

Total (26,736,187) (25,110,570) 1,625,617

Page |

Situation

FOM is responsible for managing approximately 17,500 assets across 165

facilities, as well as the operations and maintenance of more than 40

facilities.

► These facilities and assets generate over 34,000 work orders a year for

FOM along. In 2018, FOM completed 33,582 work orders, of which

they characterized 10,914 (32%) as demand maintenance.

Today, work orders and assets are managed manually.

► When a work order is received, it is manually communicated to staff or

contractors to complete the work. The City has access to some

contractor’s work order systems to allow it to see that work orders have

been completed.

► Assets are tracked in spreadsheets. When work orders are completed,

there is no process to update assets. Each year assets must be

inspected to confirm their condition and spreadsheets updated.

► As with any manual information management process, there is

extensive duplication of effort to track information, certainly data will be

lost and reporting will not be easily available to inform decision making.

With no system to assist them, FOM predominantly undertakes demand

maintenance.

► Demand maintenance are non-recurring events that require the

attention and resources of FOM. It will often relate to a failure and may

be reported by staff or identified during regular inspections.

► Demand maintenance may be accompanied by unplanned downtime

that may affect service delivery and, for a division such as Recreation,

this could lead to lost revenue.

► The remainder are preventative maintenance. Maintenance that is

performed regularly to reduce the likelihood of a failure. Typically the

trigger for preventative maintenance is time (e.g. every six months) or

usage (e.g. every 100 hours of use).

► The third approach to maintenance is predictive maintenance. By

monitoring the assets and their operation, it is possible to identify signs

that the asset may need maintaining. Using sensors, characteristics

should as vibration or heat may indicate required maintenance.

Moving to more preventative or even predictive maintenance reduces the

total cost of maintenance and also reduces equipment failures and the

associated loss of revenue.

► The three peers* that provided us with are in the same position as the

City, with no CMMS and high levels of demand maintenance.

83

17. Implement a CMM/CAM system and reduce the demand

maintenance

* City of London; City of Calgary; City of Kitchener

Page |

Recommendation

Implement a Computerized Maintenance Management and Asset

Management Solution

The key features should include:

► Asset management

► Inventory management

► Work order management

► Preventive Maintenance

► Predictive maintenance

► Mobile access

► Scheduling

► Reporting

Increase the amount of preventative and predictive maintenance

Use the systems to increase the amount of preventative and predictive

maintenance, which will reduce the total cost of maintenance.

► Establish maintenance schedules for all assets to reduce demand

maintenance. Conduct a report on asset performance to allow for

some predictive maintenance. Overall reduce asset failures.

Automate asset management activities

Link work orders and maintenance activities to an asset so that the

condition is updated as the asset is maintained.

► Establish asset condition schedules that estimate the rate at which an

asset’s condition will decline over time without maintenance. This

schedule would be automatically applied to the assets periodically to

update the condition.

► Reduce the frequency of physical condition assessments.

Manage work orders within the system

The preventative maintenance schedule would automatically generate

work orders.

► Demand maintenance requests would be directly entered into the

system.

► Workflow would allow requests to be sent to the right staff member to

action.

84


maintenance

Page |

The table to the right shows the change to operating expenses related to

managing asset and work order information, as well as the shift to PM.

Timing

This opportunity will take some time to implement. The City will need to

find suitable software and to have it configured and implemented. If

deemed a priority, it is reasonable to expect implementation within 12 to 18

months.

► Benefits from the reduction in labour to manage assets and work orders

would occur immediately.

► The benefits from shifting from DM to PM will take longer to accrue as

the historical effects of less PM will still lead to DMs occurring.

Key Assumptions

► The same standards can be applied across all buildings (e.g.

preventative maintenance schedules).

► All procurement practices will go through the centralized function.

Pricing

We have summarized some publicly available pricing information per user

per month for cloud CMM/CAM solutions in the table to the right. We have

used a cost of $165, reflecting a mid-point enterprise license.


Operating

Costs

Labour associated with asset tracking (328,267) (106,687)

Labour associated with work order mgmt. (153,109) (29,856)

Software costs 0 (172,913)

Costs for demand maintenance (1,261,711) (776,448)

Costs for preventative maintenance (701,104) (830,933)

Total Operating (2,444,192) (1,916,836)

One-time

Costs

System implementation costs 0 (200,000)


85


maintenance

License Low High

Basic $25 $40

Professional $60 $90

Enterprise $95 $195

Page |

Non-financial benefits

In addition to the financial benefits outlined on the previous page, this

opportunity gives the Division greater reporting capability to improve asset

monitoring and increase the ability to make informed, data-driven decisions

(e.g. whether to invest or refresh an asset). Examples of these capabilities

include:

► Reporting ongoing work activity and maintenance trends (e.g. average

time to repair, average time between failures) that will allow FOM to

improve response times and accountability

► Record complete maintenance history (e.g. all work orders generated

per asset)

► Track labour and contracted services against each building component

► Provides electronic storage of asset-specific documentation (e.g.

operations and maintenance manuals, warranty information etc.)

There will likely be additional benefits such as a reduction in customer

complaints related to equipment failures and ensuring the City remains

compliant with regulatory standards.

Risks

► May be some change to the type of work that staff are doing. A higher

expectation of their use of systems and less demand maintenance.

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maintenance

Page |

Situation

Recreation and Transit are each responsible for the maintenance of the

buildings they use. Whereas the rest of the City facilities are maintained

by FOM.

The different divisions are not recording costs the same way

► Facility maintenance costs are found in three GL accounts: demand

maintenance, preventative maintenance, outside services maintenance.

► For the City to understand the true cost of maintaining facilities and

make decisions to reduce that cost, all costs would need to be coded to

the right account. However, each of the three groups use the accounts

differently. Staff also indicated there are other GL accounts where

facility maintenance might be allocated.

We were provided with a list of 173 buildings that are City-owned,

managed-only by the City or leased.

► We matched 117 of those buildings to 94 cost centres in the FOM,

Recreation and Transit financial data.

► The remaining buildings are either not the responsibility of these three

divisions or the maintenance costs are allocated to other cost centres

and cannot be easily distinguished from program-related costs.

The City has contracts with multiple contractors that deliver the same

services

FOM manages a list of 97 contracts.

► For some services, there can be as many as four contracts. For

example, the City has four contracts for HVAC maintenance:

- Recreation has its own contract

- FOM, Fire and Transit have a different contract

- For each group, there are different contractors for both DM and PM

- Contracts vary in value, from $822,000 to $1.8 million

► Other services with multiple contractors include plumbing, electrical,

fire alarm testing and inspections, and snow removal.

► There may be some instances where the different contractors provide

specialized services.

► However, having multiple contracts for the same service may prevent

the City from getting the best value.

87

18. Centralize facility management

Page |


The preferred contractor list may be missing some key services

► Principally, the rationale for having a list of contracts for repeat services

is for purchasing discounts.

► We would expect to see the majority of City expenses going towards

the preferred contract list to help ensure the City is realizing the

financial benefits.

► This list contains contracts that are managed by FOM and are intended

to be used repeatedly and across the City. We are not suggesting that

improper procurement processes were used for contracts not on this

list.

► Unfortunately, the City does not categorize vendors, so we cannot

compare the on and off-list purchases by service type. It is likely that

the current list is missing a few key services the divisions require.

► Improving the list so that it better reflects the City’s needs will likely

provide savings. This is easier to achieve with a centralized function:

- There will be accountability – with the decentralized model, divisions are able to

stray away from the list.

- There will be oversight – with one team monitoring the use of contracts, you will

be able to identify whether the list suits your needs and the contractors on it are

the best value.

We would expect to see the majority of contracted services costs going

towards on-list contractors

► This would indicate good value for the on-list contractors. The graph

below shows the percentage of 2018 contracted services costs that are

either on-list or off-list.

► The breakdown for Recreation is what we would expect to see – more

costs associated with the on-list contracts.

► Each division likely require similar facility maintenance services, so we

would expect to see a similar breakdown. However, almost 40% of

FOM and Transit expenses are going towards contractors that are off-

list.

88

0%

20%

40%

60%

80%

100%

FOM Recreation Transit

Breakdown of Contractor Costs

Off-list On-list

Page |

The cost for on-list versus off-list vendors is different across the three

divisions

► To get a directional comparison of the unit costs, we divided the

contractor costs for the on-list and off-list contractors by the number of

purchases made to that contractor type (see table below).

► Since we do not have the categories of spend (e.g. electrical services),

this analysis can only be directional, however, it does show that FOM

and Transit pay a lower unit cost for on-list vendors.

► This view suggests that moving more procurements to the on-list

vendors could create lower purchase costs.

► It may also suggest that the currently on-list vendors are not the best

for Recreation and that some of the off-list vendors they are using

should become on-list vendors.

► The list has some contractors specific to Transit and Recreation, that

FOM does not use. We would expect to see this for specialized

services, such as arena board maintenance and pool heat recovery

maintenance. However, there are services common to all buildings,

such as generator maintenance and HVAC maintenance, where there

isn’t a clear rationale for having separate contractors.

► It is worth investigating whether the current contractors are providing

the City with the best value for service and whether different

contractors for the divisions are necessary.

► The costs per purchase can also be reduced through a centralized

maintenance model through improved coordination of maintenance.

► With the current decentralized model, each division calls a contractor to

come. In a centralized model, one team has oversight of when

maintenance is required.

- Particularly with preventative and predictive maintenance, which can be

scheduled, the City can schedule when contractors are called out, reducing

costs associated with duplicated travel time and overhead.

89


Division

Cost per Purchase ($)

Difference

On-list Off-list

FOM 1,032 1,510 -32%

Recreation 631 546 16%

Transit 1,263 1,305 -3%

Page |


The cost per square footage of labour and contractors differs between the

divisions

► Recreation has the largest workforce responsible for facility

maintenance, followed by FOM and then Transit with the smallest.

Positions that have contract administration as most of their workload

are not included in this analysis, nor were management.

► e’ve estimated that 40% of Recreation and 30% of Transit facilities

staff are responsible for program-specific maintenance activities and

adjusted the costs. We then standardized the labour and contractor

costs by dividing each by the square footage managed by the Division.

► FOM labour costs per square foot are 80% and 86% of the labour costs

for Recreation and Transit, respectively.

► FOM contractor costs per square foot are 72% and 68% of the

contractor costs for Recreation and Transit, respectively.

► We believe this analysis is directional. There are additional factors that

would affect this analysis. For example, Transit facilities are operating

24 hours a day, which would increase the wear and tear. Conversely,

the maintenance costs of a finished office space will be higher than of

an open yard area.

► Service-based costing (linking purchases and activities to a service),

would be the most accurate way to compare costs between the

divisions.

DivisionStaff

Count

Total Sq.

Ft.

Managed

Labour Costs

per

Sq. Ft. ($)

Contractor

Costs per

Sq. Ft. ($)

FOM 51 2,136,570 1.44 1.80

Recreation 81 1,522,666 1.78 2.50

Transit 17 431,079 1.67 2.62

90

The above analysis is based on 2018 data

Transit staff have indicated that the Sandalwood facility is being expanded

and due to fully open soon. This would increase the sq. ft of facilities to

596,000.

► They have also indicated that they will not be adding facilities staff to

support this 38% increase in managed floor space.

► The sq. ft. above also does not include bus shelters, of which the City

has 775.

Page |


The total cost of facility maintenance differs between the divisions

The total facility maintenance costs for FOM are 25% less per square foot

than both Recreation and Transit.

► While there are some activities that are specific to Recreation and

Transit, we would not expect these alone to make their costs more

expensive.

► In addition to regular maintenance of facilities, the Recreation and

Transit facility staff are also responsible for maintaining program

infrastructure.

► Recreation facility staff are responsible of the pools and arenas, which

are found in the majority of recreation facilities.

► Snow removal is an ongoing concern for Transit, whereas Recreation

and FOM have established protocols and contracts.

- Contracted snow removal at the transit facilities has been difficult in recent years.

Transit facilities staff have augmented this activity.

- Transit continues to seek a resolution. At the same time of this review, Transit is

working with a consulting firm to review the snow removal model.

$-

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

$4.00

$4.50

$5.00

FOM Recreation Transit

Total Costs per Square Footage

91

Page |

Recommendation

Have one division responsible for the maintenance of most City facilities.

To achieve this, we recommend:

► One division take on contract management for all buildings in the City

► Clean up accounting practices

► Centralize facilities staff under one division

Have one division take on contract management for all buildings in the City

to ensure consistent costs and services levels

► We recommend conducting a spend analysis to identify:

- The contractors providing the best value – are there multiple contractors

providing the same service? Can this be reduced, and can volume discounts be

negotiated?

- The services the City is using off-list contractors for – are there current costs

related to services that are not fulfilled from the contract list? Would establishing

contracts reduce these costs?

► It is likely that service requirements and maintenance needs will

continue to change over time and contracts will need to be revisited.

► A centralized function will eliminate existing duplication across divisions

such as contract oversight, invoicing, performance management etc.

Further, it ensures that every City building is receiving the same level of

service.

Clean up accounting practices

► With one division responsible for the maintenance of all City buildings,

the way costs are accounted for will be consistent.

► Address the current inconsistencies in the data. For example, the way

maintenance costs are allocated to multiple GL accounts.

► Address the current gaps in the financial data. or example, there isn’t

a vendor category. This makes it difficult to identify what the costs

relate to. Service-based costing is one accounting methodology that

links all costs to a specific service or activity, allowing for more cost-

effective decision-making.

► Create cost centres for each facility to track what is being spent on

each facility (this will allow you to assess for each service the efficiency

of staff and contractors per square footage).

92


Page |

Centralize facilities staff into one division

► We recommend the City undergo an exercise to define clearly which

facility maintenance activities qualify for centralization.

- For example, regular building maintenance activities such as monitoring BAS or

general repairs and routine maintenance are services common to all City

buildings.

- Alternatively, daily water chemistry checks of pools and ice resurfacing are likely

specialized services that are program-specific and therefore remain

decentralized.

► Have staff track their time against facility maintenance activities for one

year. The City can then use this data to identify the FTE requirements.

► Through the time tracking exercise, identify potential duplication.

Examples include:

- Where activities are being done by multiple groups but can be completed by just

one, such as ordering materials and supplies.

- Where there are multiple pieces of the same maintenance equipment with low

utilization being used by the different divisions.

► Once the centralized activities and staffing requirements are confirmed,

we recommend creating service agreements with building user groups

outlining the expectations and the responsibilities of both parties.

► For each common activity that is centralized, establish service

standards and apply to all these to all City buildings.

The total number of staff will decrease from 149 decentralized facilities

staff to 146 centralized staff

► The majority of recreation buildings have program amenities that

require 2-3 FGOs onsite during operating hours, such as arenas and

pools. The remaining buildings do not have this requirement, meaning

10 FGOs may be mobile and thus eligible for centralization.

- At this time, it is unclear whether the having onsite FGOs is due to legislation or

bylaw requirements, or whether it is due to the volume of work related to these

program amenities.

► We expect that through centralizing facilities maintenance staff and

increased specialization, the City will be able to reach a target labour

cost of $1.44 per square footage for facilities operation and

management, which is what FOM is currently achieving as shown on

page 91 of this report. This will allow for a reduction in 3 FTE facilities

maintenance staff.

93


Page |


Timing

We recommend taking a phased approach to this opportunity:

► In 2020:

- Focus on addressing inconsistencies and gaps in the data

- Centralize contract management and conduct the spend analysis

- Define which facility maintenance activities qualify for centralization

- Begin the time tracking exercise

► In 2021, using the data collected in the previous year:

- Centralize the necessary staffing from the other Divisions

- Define service standards and create service agreements with the user groups of

the various buildings

- Update approved contractor list

Key Assumptions

► The centralized model will achieve a target labour cost efficiency of

$1.44 per square foot from improving work allocation, increasing

knowledge/skill, eliminating duplicated activities and reducing workload.

► Improved contract oversight will lead to volume discounts and improved

coordination among facilities. We have not reduced the number of staff

responsible for contract management. Currently, Recreation contract

management staff manage $272,000 each, while FOM manages

$642,000 each. There may be further opportunities to reduce staffing

and redistribute the workload.


Operating

Costs

Labour (8,618,914) (8,447,202)

Contracts (8,792,447) (8,352,825)

Total Operating (17,411,361) (16,800,026)

One-time

n.a.

Total One-time 0 0

94

Risks

► Unable to reach target labour efficiency.

► Having facility maintenance staff not reporting to the operational

division could lead to a difference in priorities and the condition of

facilities not meeting resident standards.

► Increased movement of facilities staff may cause disruption in customer

service and decrease response times.

► Our analysis only looks at full time employees. There may be

additional opportunities to centralize the cleaning and maintenance

activities completed by part time staff.

Page |

Situation

All security is provided by a contract service, however, the City has little

say over the quality and qualifications of the employees of the contracted

service provider.

► The scope of service is primarily patrolling City parkland, trails and

facilities and providing static guards at City Hall, the Civic Centre and

bus terminals.

► The contractor tends to provide reactive services outside of the

patrolling and staff turnover reduces the relationship with the

community.

► Having a proportion of the security staff as employees of the City can

increase the proactive nature of the service, reduce the incidents and

reduce the number of patrolling staff required to meet the same service

level.

The City has conducted a small pilot of three internal security staff

The results of this pilot have been positive, including:

- Incident rate has dropped slightly

- Quality of reporting has improved

- Increased compliance during incidents

- Increased community outreach

Overall it suggests that fewer City staff might be able to deliver an

equivalent service.

Recommendation

Transition security at higher incident location to in-house staff to reduce

the number of incidents and therefore lower the total cost of security.

► Retain some contract delivery to give the City greater flexibility in

delivering security services and provide variable capacity to support

events for example.

95

19. Bring security patrol in-house

Page |


Approach

Acquire and fit fleet vehicles

The first step to transitioning is purchasing the required fleet. The current

security contract provides eight vehicles to the City at the cost of $115,000

per year.

► Purchasing vehicles is relatively straight-forward, however, Fleet

Services should be consulted to confirm they can take on the

management.

► That said, in a City the size of Brampton, we would anticipate Fleet

managed a few hundred vehicles today, adding eight would not

significantly affect them.

96

Focus on high incident times of day

The chart about shows how the incidents occur most frequently during

daytime.

► Having City staff available during high incident periods can have the

most impact on number of incidents.

► Repeating this analysis for more serve and criminal incidents shows a

similar pattern of higher numbers during daytime.

0

10

20

30

40

50

60

Sun Mon Tue Wed Thu Fri Sat

Incidents per Hour

Page |

Identify high incident locations and replace the staffing with City staff

The evidence generated from the pilot suggests that City security staff

would have some impact on the number of incidents. The highest impact

on a reduction in incidents is likely by targeting locations with the highest

number of incidents.

► In 2018 these locations included:

- City Hall

- Downtown Transit Terminal

- Civic Centre

- Century Gardens Recreation Centre

- Bramalea Transit Terminal

► These five locations account for around 20% of the incidents.

With the exception of the recreation centre, these facilities have standing

guards, which would go some way to explaining why the count of incidents

is higher at these locations.

Hire for the positions

The current contract provides around 64 FTEs of labour across six roles.

The table below shows the roles to be transitioned from contracted FTE to

City staff.

► The City has a supervisor and coordinator of Security Operations, who

would now take on some of the responsibilities for overseeing the in-

house staff with the reduced contract size.

► To operationalize this model adjustments to the numbers above may

have to be made and likely in discussion with the contractor. However,

the salaries modelled for the three non-supervisor positions are the

same, swapping roles between these positions does not affect the cost.

► We have factored in a 15% reduction in incidents, which would mean

that the contract would be reduced to 38.5 FTE and City staff increased

to 21.3 FTEs for a total of 59.8 FTEs.

97


Role FTE

Security Control 2.5

Mobile Response 6.0

Standard Guard 11.0

Coordinator 2.0

Page |

Timing

This recommendation can be implemented in 2020.

► The contract allows for scaling up or down services and so no costs

would be incurred for changing the services.

► Benefits would be accrued within the first year.

Key Assumptions

The primary assumption associated with this opportunity is that having

more direct management of in-house security staff can lead to a 15%

reduction in incidents. The reduction will not occur immediately, we

suggest an additional 3 FTE for one year while the Division transitions to

this new model.

Risks

► Fleet Services is unable to take on the additional fleet.

► Management has highlighted that they believe this model needs to

focus more broadly and cover after hours operations. On the following

page, we include the economic analysis of the management proposed

approach to allow the City to make an informed decision.

98



Operating

Costs

Contracted services (4,661,956) (2,825,425)

Fleet (115,000) (152,368)

Salary 0 (1,716,761)

Total Operating (4,776,956) (4,694,554)

One-time

Costs

Contract allows for scaling up or down 0 0

Labour 0 (237,000)

Uniforms (4,301)

Training (32,255)


Page |

Management proposes bring 44 FTE on as City staff

Achieving the 15% efficiency, this would leave 16.6 FTEs on the contract.

► The table below shows the role allocations.

► This model would cost the City an extra $107,000 per year.

► The security contract has changed over the last three years, repeating

this analysis with 2019 actuals might change the costs and benefits.


Operating

Costs

Contracted services (4,661,956) (1,220,039)

Fleet (115,000) (152,368)

Salary 0 (3,512,000)

Total Operating (4,776,956) (4,884,407)

One-time

Costs

Contract allows for scaling up or down 0 0

Labour 0 (237,000)

Uniforms (8,800)

Training (66,000)


99


Role FTE

Security Control 8

Mobile Response 16.0

Standard Guard 16.0

Coordinator 4.0

Page |

Situation

While the Division uses contracts to deliver some aspects of their services,

in 2018, the majority of their expenditure was on labour, as described in

the table below.

► The Services and Operations group has a much larger workforce, with

dedicated facilities clerks, attendants and a custodial team that the

Facilities Maintenance group does not have. This is reflected in their

2018 expenditure.

The Division has not assessed their contract use in recent years. There

may be a possibility that the balance of staff to contractors may not be the

most economical and changing the distribution of work may reduce the

total cost.

We assessed current contract usage

We identified 33 service activities delivered between both groups. We

assessed each activity against four criteria to determine whether it was

suitable to be contracted out, those criteria were:

► Specialized skills – are specialized skills required that the municipality

would not be able to fully utilize?

► Specialized equipment – would the required equipment be idle for

much of the time?

► Variable workload – does the workload vary meaning staff would be

underutilized if delivered fully internally

► Infrequent workload – is it an activity that occurs infrequently making it

difficult for staff to work efficiently or to maintain the required

knowledge

100

20. Redistribute the work to most efficiently deliver the activities

Sub-division Services Provided Labour ($) Contract ($)

Facilities

Maintenance

► Maintenance of

satellite buildings

► Cleaning services

► Contract

management

2.48m 1.7m

Services and

Operations

► Maintenance of

downtown buildings

► Cleaning services

► Energy

management

► Courier/mailroom

► Event coordination

3.3m 0.6m

Page |

The majority of FOM activities align with the criteria

► 10 of 33 services are provided entirely in house. Examples include

energy governance, procurement and event set-ups. This is supported

by the four criteria.

► Only 1 service, elevator repairs, is completely contracted out as to be

expected based on the criteria.

► The remaining 22 services are provided by a mix of both contractors

and staff. The criteria would suggest that these activities be provided

by contractors as special equipment and skills are required, and some

of the work is variable.

► For most of the maintenance-related services for both downtown and

satellite buildings, contractors deliver 80% or more of the work.

Examples include, plumbing, electrical, HVAC maintenance.

► The Division expressed there is a clear division in duties for these

activities, whereby staff conduct daily monitoring and the contractors

conduct the maintenance (preventative and demand) and this leads to

either a 20:80 or 10:90 split between staff and contractors.

► This is supported by the qualitative criteria, suggesting little need for

redistribution of work for these activities.

Our assessment uncovered three sets of activities that may benefit from

being contracted out

► Cleaning services includes three activities: janitorial, window cleaning,

and carpet cleaning

- There is a discrepancy in how this service is delivered – for satellite buildings,

these services are almost entirely contracted out (95%), while downtown

buildings are almost entirely in-house (90%).

► Snow removal is provided by FOM staff, contractors and Parks staff.

- This is a seasonal activity with a variable workload, suggesting it could be a

candidate to be contracted out.

► Painting services are provided by contractors and FOM staff

- Painting is an infrequent activity, indicating that contracting it out may be more

economical.

The City does not have activity-based or service-based costing

► Labour costs are not linked to activities. Currently, financial data

represents labour in aggregate.

► Further, contracts are not associated with a service or activity either.

► As such, there is no way to compare the economic efficiency of

delivering services in-house or through contractors.

101


Page |

Recommendation

Rebalance the uses of contracts to have the most efficient distribution of

work between staff and contractors.

► To do this, the City will need to implement activity-based or service-

based costing and then compare the cost of internal delivery with

external delivery for each activity.

Our assessment has indicated three areas for the City to begin analyzing

► Cleaning services:

- There is a clear distinction in how the Division delivers cleaning services

between the two types of facilities, however, there is no difference in the

activities or work being done. There does not appear to be clear reasons for

needing two different models and it is likely that one of the models is more

economical.

- As the Division does not track activity or service-based costing we are unable to

quantify the differences.

► Painting services are provided by contractors and FOM staff

- Staff are almost entirely responsible for downtown buildings, while contractors

complete this activity for satellite buildings.

- In 2018, the Division spent almost $100k on contracted painting services.

However, there is no data that relates to labour costs to deliver these services.

► Snow removal:

- FOM expressed that their staff are responsible for clearing the first three metres

of entranceways, while Parks are responsible for the remaining walkways and

parking lots.

- We suggest that the Division review liability boundaries – whether the City is at

risk with current service levels and should increase them to more than three

metres (e.g. perhaps clear the entire walkway)

- We suggest that for the buildings with Facilities staff, the Division should

continue to utilize these staff. For the buildings that do not have Facilities staff,

the Division should compare the cost for contractors.

As the Division’s services change over time, reassess the distribution

► Activity or service-based costing will allow you to assess the cost of

service provision over time. The Division can use this data towards

continuous improvement.

102


Page |

Timing

We suggest implementing service-based costing beginning in 2020. In

2021, use a year's worth of data to assess the economics of the three

areas we identified as good candidates for contracting.

Key Assumptions

► The cleaning contractors are over 60% more efficient per Sq. Ft. than

the in-house custodial team. Putting all buildings on a cleaning

contract will increase the efficiency to $1.44 per Sq. Ft.

Risks

► The City is not able to establish quality SLAs for the cleaning of the

downtown buildings.


Operating

Costs

Labour (cleaning services downtown) (1,034,286) 0

Contract (cleaning services satellite) (1,069,392) (1,699,154)

Total Operating (2,103,678) (1,699,154)

One-time

n.a. 0 0

Total One-time 0 0

103


OPPORTUNITIES FOR MANAGEMENT

Page |

As we highlighted in our approach, we generated a broad list of

changes

We prioritized the opportunities and profiled the highest or most impactful

opportunities for each division in the previous sections of the report.

► Some of the opportunities we initially identified turned out to have no

merit or were already being pursued by management. We have listed

these opportunities in the appendices.

Following are short summaries of the residual opportunities

► They have merit, but many have dependencies on the high prior

opportunities or may have more limited benefits.

► Most are within the scope of management to implement.

105

In addition to the profiled opportunities, there are 25 that management

can also pursue

Page |

Expand Service Brampton user permissions to edit data in Chameleon

Situation

Staff are able to create and add to existing requests on Chameleon (the

system used for AS), however, are unable to delete or edit any requests.

The current process forces staff to email AS and request for them to edit it,

when this could be streamlined by giving staff additional permissions. This

occurs on average multiple times a week.

Management actions

Enter discussions with IT and Animal Service to identify why Service

Brampton staff cannot edit data in Chameleon. Identify the permissions

that Service Brampton would be allowed as necessary.

Benefits

► Streamlined process – SB staff don’t need to rely on AS staff for

changes and edits

► Productivity gain for SB and AS staff

Configure parking ticket machines for after-hours parking and delegate

responsibilities to onsite staff

Situation

Parking garage issues (e.g. gate not working, free parking exit) requests

are all routed to Service Brampton dispatch. The volume of these ranges

from 10 to 50 per day, depending on the day and whether it is a Monday.

Dispatch SB staff have no way of verifying customer requests (e.g. broken

gate) and may, therefore, result in unintended revenue losses. Delegating

the responsibility of parking to onsite staff (e.g. security officers) may

resolve some of these concerns.

Management Action

Identify the number of onsite staff at City managed parking garages, then

identify with the appropriate department whether the responsibility can be

delegated to them. Alternatively, investigate whether the gate for after-

hours can be modified to streamline the process (e.g. issue free tickets for

after-hours).

Benefits

► Productivity gain for SB staff

► Better customer service

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Service Brampton

Page |

Change SLAs to be more specific to the BU and business processes

Situation

SLAs should be changed to be more specific about the service in question

and the standards as they relate to the service. Currently, they list the

responsibilities of the Business Unit (BU) as well as Service Brampton

leadership but do not specify the responsibilities of the BU staff and

Service Brampton staff as it relates to the service specifically.

Management Action

The SLAs between BUs and Service Brampton are fairly similar, consider

SLAs that are more tailored to the needs of the BUs. Meet with the

individual BUs in Service Brampton’s realm and identify tailored metrics as

it relates to the urgency and nature of their operations.

Benefits

► Set expectations for BUs and SB

► Ability to measure against tailored SLAs targets

► More efficient with service delivery

Shift Service Brampton's mail responsibilities to City mail unit

Situation

All mail is received at the City’s mailroom currently, the ones without

specific names (i.e. not addressed to a specific person) are handed off to

Service Brampton. The Service Brampton administrators filters through

the mail. If the item relates to a payment, then it is processed by Service

Brampton (e.g. cheques). Other mail is handed off to the appropriate

department. Often the administrator is left investigating where mail should

go and who the recipient is (e.g. cheque sent from Developer without

stating who it is for beyond "City of Brampton").

Management Action

Identify the role and responsibility of the City’s mailroom, and investigate

whether it can be expanded to take on Service Brampton’s roles regarding

forwarding mail to the appropriate department.

Benefits

► Productivity gain for SB staff

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Service Brampton

Page |

Allow for resident self-service capabilities and bookings for Recreation

facilities

Situation

Booking Recreation facilities is currently a manual and cumbersome

process. Residents fill in a form online or in person, or call to make a

booking. The online form has a number of fields with simple data entry

(e.g. name, type of facility required, time and date of the booking,

alternative time and date). However, it does not offer any capabilities for

viewing the schedule in real-time, this can lead to much back and forth

between staff and residents.

Management actions

Recreation is currently replacing its current system, CLASS, with

PerfectMind, giving residents capabilities for online bookings with real-time

schedule views.

Benefits

► Better customer service

► Productivity gains for staff

► Insights into facility booking utilization

Automate time and attendance of part-time and seasonal staff through a

mobile app

Situation

Recreation has many part-time and seasonal staff who are front line staff

and don’t necessarily have access to technology at their workplace. Time

and attendance currently is a manual paper-heavy process. The process

takes up a lot of time from staff, supervisors, with manual data entry,

making it prone to more errors. Automating can save time, streamline the

process and reduce any human errors.

Management actions

A pilot project is currently being tested using Microsoft Teams to allow for

automated time and attendance process for staff and giving capabilities to

do so on mobile devices.

Benefits

► Less prone to human error

► Productivity gain for staff

► Convenient method to track time and attendance (mobile device)

► More insights on data and better reporting capabilities

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Recreation

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Track details regarding facilities and room bookings to gain insights and

make data-driven decisions

Situation

Facility composition and utilization are currently not tracked to a detailed

level. This limits the ability of management to make data-driven decisions

on ways to increase the utilization of the facilities.

Management actions

The implementation of PerfectMind software may address utilization data

collection, depending on the functionalities implemented. For instance, if

all the rooms are entered into the system with their respective times

available for booking, then rentals made (through PerfectMind) are tracked

against it then utilization can be calculated.

Benefits

► Greater insights into facility use

► Ability to make data-driven decisions

► Ability to raise greater revenue if utilization figures used to drive

decisions

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Recreation

Page |

Investigate third party delivery of animal services

Situation

AS offers a full range of services and does not use third parties for service

delivery. There are some circumstances when third parties can provide

municipal services more cost-effectively than the City.

► However, AS operates the only animal shelter in the City. Additionally,

the common organization that municipalities partner with, the OSPCA,

does not have a branch in the area.

► Of the five peers consulted, three delivered services in-house and two

partnered for adoption services.

Management actions

Investigate whether organizations exist that could provide some of the

services. The list below shows the services that would and would not

qualify for this investigation.

Benefits

Contracting out services reduces the workload for staff. This may result in

either a reduced workforce or productivity gains for staff to focus on higher-

value activities.

Service Candidate Reason

Animal shelter adoptions No No organization in the area that

can provide this serviceAnimal shelter animal care No

By-law enforcement No The recent SPCA case highlights

the difficulty of contracting out

enforcement

Dead animal removal Yes Contractors may exist that offer

this service at a lower cost

combining their travel with other

collection services

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Animal Services

Page |

Integrate Versatile and Chameleon

Situation

Versatile is the formal City-wide electronic filing system. Once an

investigation is completed and a decision has been made, the paper

dispatch file is provided to the Clerk, who then checks Versatile to see if a

record already exists (e.g. this investigation may be a reopened case).

The Clerk then manually keys information from the file into Versatile as

either a new record or updates an existing record.

Management actions

Implementation of Chameleon’s citation violation window means that all

investigation records will be electronic. Investigate whether these can be

used as the official records, instead of Versatile. If the City wishes to

continue with Versatile as the main record-keeping system, investigate the

capability of integrating with Chameleon. Identify what information from

the investigations’ records will need to be transferred from Chameleon into

Versatile.

Benefits

Integration between Versatile and Chameleon will reduce the manual effort

and duplication associated with rekeying information into Versatile.

Review fleet quality, configuration and quantity

Situation

AS currently has nine vehicles and a few different configurations. During

our shadowing, it was highlighted that:

- Not all the configurations as functional. For example, some vehicles have high

backs making it difficult to load unwilling animals.

- Some of the older vehicles are unreliable, with examples of not starting or not

being able to remove the ignition key.

Both situations lead to wasted time for ACOs. It may also lead to AS

carrying more vehicles than are required so that if vehicles are unavailable,

they have backups.

Management actions

Identify the right configurations and additions that would create the most

functional fleet.

► Create a plan with Fleet Services to phase out vehicles and migrate to

the more optimal configurations.

► Assess fleet utilization to identify whether the fleet is the right size.

Ideally, any one vehicle should be utilized more than 60% of the time.

Benefits

Reduced fleet costs (e.g. fleet maintenance, storage, etc.). Decrease in

wasted ACO time.

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Animal Services

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Identify a satellite facility in another part of Brampton that ACO could more

easily access to shelter animals for a short period

Situation

With the location of the existing shelter in the east end of Brampton, ACO

can face long commutes to bring animals to the shelter from the west side.

This is of particular concern if the animal requires vet attention.

Management actions

Identify potential locations and suitable facilities that can provide vet

services and potentially short-term shelter.

► Quantify the time that would be saved, from not having to return to the

shelter in all situations and then to go onward to a vet facility.

Benefits

This will greatly reduce the travel time of ACOs. Additionally, it will

improve the quality of life for the animals (e.g. get the animals medical

attention sooner), which may potentially decrease total medical costs.

Redraw area boundaries that ACOs are allocated to in order to reduce

total travel time

Situation

AS has split the City into three areas and allocates one area to each ACO

on duty.

► The City is split into bars, as shown on page 63. This arrangement

means that the ACO in the west zone will spend much more time

driving than the other two zones.

► The configuration also does not consider where requests more

commonly occur so that each area receives about the same number of

requests in aggregate.

Management actions

Analyze the location of service requests across Brampton and develop a

set of zones that equalizes the amount of travel and the number of

requests.

Benefits

Reduction in travel time will provide productivity gains for ACOs and

decrease wear and tear on vehicles.

112

Animal Services

Page |

Review vet clinic procurement process

Situation

Periodically, AS establishes a multi-year contract for vet services.

However, the nature of City procurement has placed a disproportionate

weight on the cost of the service – meaning the lowest cost provider

typically gets the contract.

► In some cases, lower-cost has translated to lower quality of service.

With AS staff or other vets having to bridge the service gaps, which in

turn increases the total cost of vet services.

Management actions

Work with Procurement Services to identify assessment criteria that would

help ensure a better balance between quality and cost.

► Retain a vendor performance score to rate vet services that could be

factored into future procurements.

Benefits

All future contracts will maintain a quality of service set by AS. This means

the care for animals will not fluctuate over the years, and AS staff will not

have to bridge the service gaps, ensuring year over year consistency in the

total cost of vet services.

Partner with local volunteer groups to extend the services that AS offers,

for example, delivering education

Situation

There are some volunteer groups in Brampton, but AS has limited

involvement with them and they appear to be less organized than in other

municipalities.

► By identifying and supporting the development of suitable, more stable

groups, AS might be able to expand the services available to the

community.

Management actions

Identify a list of groups that may be candidates and spend time to confirm

their suitability. Undertake joint activities initially to build trust and

understanding between the two organizations.

Benefits

In working with other groups, AS may be able to build capacity and

capability within the volunteer group. This will increase the number of

services and the service levels provided by AS (e.g. education is not often

provided), and may also alleviate additional workload (e.g. by housing

animals that don’t require vet care).

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Animal Services

Page |

Enter logs directly into the building automation system (BAS) through

mobile devices

Situation

Sensors on assets detect and track the usage and condition of the asset

(e.g. humidity, temperature, etc.) and transmit this information to the BAS.

For the assets without sensors, staff conduct manual inspections and

record usage and condition on paper or excel. Having data in multiple

locations makes it difficult for the Division to identify trends among City

assets and predict when maintenance is required.

Management actions

Assets without sensors can not be retrofitted with sensors until the asset is

ready to be replaced. In the interim, staff can manually capture the

information directly into the BAS with mobile devices so that all the

information is stored in one location and can be monitored by the Division.

Benefits

Monitoring the condition of assets enables the Division to conduct

predictive maintenance, which will reduce the frequency/volume of

equipment failures and the total cost of maintenance.

Develop an asset dashboard to monitor performance

Situation

Currently, the Division does not have a set of measures to monitor the

performance of assets. Without these, it is difficult to make informed

decisions (e.g. refresh an asset, invest in new assets, etc.).

Management actions

Improve asset monitoring by identifying the key performance indicators

(KPIs) that best measure the performance of assets. Ideally, KPIs that

measure both:

► Performance and condition of the assets, such as:

- Schedule compliance (measures adherence to the preventative maintenance

schedule and can predict a rise in demand maintenance)

- Average time between failures

- Planned/unplanned ratio (an indicator of the effectiveness of PM and DM

programs)

► Operating effectiveness and efficiency of the assets

- Work order closure rate (indicative of planning efficacy or labour efficiency)

- Maintenance costs per asset (e.g. staff and contract labour)

Benefits

Having structured asset performance indicators greatly increases the

Division’s ability to make data-driven decisions and reduce spending on

asset maintenance.

114

Facilities Operations and Maintenance

Page |

Use the PW work order management system (WOS)

Situation

The Division does not track work orders. When work needs to be

completed it is manually communicated to staff or contractors. Some

contractors provide the City access to their WOS, but this only gives the

City with a partial view of the total work that has been done. Without work

orders, there is no way to update an assets condition on an ongoing basis.

Management actions

Investigate whether other areas in the City (likely public works) are utilizing

a WOS. Identify the system requirements for tracking work orders related

to facilities and whether there are any changes that need to be made to the

current system to support facility-related work orders. Example

requirements may include:

- Ability to program preventative maintenance schedules for automated generation

of work orders

- Ability to link work orders to an asset so that condition is updated

.Enforce the use of this system among facilities staff.

Benefits

There will be a reduction in labour to manage assets and work orders.

Apply maintenance standards to all properties

Situation

Brampton does not have City-wide maintenance standards. With multiple

divisions maintaining their own facilities, each likely follows their own

standards and types of facility maintenance. This means that there are

likely differences in the overall condition of similar assets across different

facilities. This is a problem because:

- Capital costs will be more difficult to anticipate.

- Condition of facilities and the maintenance costs will vary across the City.

- Noticeable differences in facility conditions may cause resident dissatisfaction.

Management actions

Establish and enforce City-wide maintenance standards that can be

applied to all City facilities.

Benefits

Assuming some facilities will be brought up to a higher standard, the City

may experience a decrease in operating and capital costs associated with

demand maintenance and expensive repairs by ensuring inspections and

scheduled (preventative) maintenance occur more frequently.

115

Facility Operations and Maintenance

Page |

Sell services to smaller municipalities

Situation

The City of Brampton is the 9th largest city in Ontario, surrounded by some

smaller neighbouring municipalities. There is potential to sell services

related to facilities management to generate revenue.

Management actions

Identify whether there are any facilities services the City could provide to

other municipalities. For example, security services could be expanded

and contracted to neighbouring municipalities.

Benefits

The City will see an increase in revenue. While overall operating costs

may increase (e.g. additional staff for security services), the Division will

likely see economies of scale and the cost per unit of service provided will

be less than the current costs.

Staff training to increase the effectiveness of predictive maintenance

Situation

For predictive maintenance, there are techniques designed to determine

the condition of the asset and estimate when maintenance should be

performed. The goal is to prevent unexpected equipment failures.

Predictive maintenance can be more cost-effective than preventative, as

maintenance tasks are performed only when warranted, rather than on a

set schedule. Presently, the Division does not perform predictive

maintenance and focuses instead on preventative and demand.

Management actions

Implement training programs to teach staff the various testing activities

such as vibration analysis and help staff develop skills for proper data

collection and early fault detection. Trained staff will be able to observe

when an asset isn’t performing well before it breaks down.

Benefits

Conducting more predictive maintenance will reduce the number and

frequency of equipment failures and the total cost of maintenance.

116


Page |

Reduce energy costs

Situation

Brampton is currently LEED certified – meaning, the City is meeting or

exceeding the LEED certification requirements. The Division measures

and reports on EED standards, which are a measure of a building’s waste

products and energy efficiency. In 2018, the Division spent over $3.5

million on utilities, a 25% increase since 2016. While the Division is

required to meet energy targets to reduce emissions each year, these do

not relate to costs. This makes it difficult for the Division to make

decisions that will reduce spend on utilities.

Management actions

Investigate other measures of energy consumption that directly link energy

to cost savings. For example, measuring energy consumption or intensity

per Sq. Ft. will provide a direct link to costs.

Benefits

The utilities’ costs will decrease. Additionally, there is opportunity for

revenue from Federal and Provincial grants that relate to energy efficiency.

Implement a district energy system

Situation

The Division wants to reduce energy consumption at the City and is required to

reduce emissions to maintain its LEED status. A district energy system could

assist with these goals.

► Studies have shown that individual heating and cooling systems are

inefficient. In some cases, district energy systems use less energy than when

individual buildings have their own boilers and chillers. Municipalities that

operate district energy systems include London, Markham and Windsor.

Management actions

Investigate whether having the buildings on one system is more economical than

the current individual model.

- Identify how much energy you wish to save. The Division currently tracks the energy

consumption for each building and the overall costs.

- Investigate whether a district energy system can save you that energy and what the

costs are to implement the system.

- Buildings connected to the system do not need their own boilers etc., which will reduce

the current maintenance costs. Compare this saving to the costs to monitor and

maintain the infrastructure of the district energy system.

Benefits

This opportunity may have limited impact. Implementing and maintaining the

infrastructure of a district energy system is very costly and requires a lot of effort.

117


Page |

Optimize the layout of CCTV

Situation

The City has 1600 cameras across approximately 170 buildings – that’s

between 9 and 10 cameras per building. With a volume this high, it is not

possible for staff to actively monitor all the cameras. Rather, cameras are

used retrospectively so that if there is an incident, the City can review the

footage for evidence. It is likely that there are duplications and overlaps in

the areas that some of the cameras are monitoring.

Management actions

Reduce the number of cameras used:

► Review all the areas that are covered and remove cameras that

duplicate or overlap with others.

Develop a more strategic layout:

► Identify problematic areas (high incident count or difficult to patrol due

to location) and place the cameras there.

Benefits

Less effort is required to manage fewer cameras that are in more strategic

locations. Overall service level will increase, as footage can be actively

monitored in real-time.

Reduce security involvement in events

Situation

So far in 2019, security management has attended approximately 370 city

events. The security contractor charges the event holder directly for its

services, however, the Division does not chargeback or receive budget

transfers from other Divisions for supporting these events. So far this year,

the Division has provided over $60,000 of in kind support. This is a lot of

time and effort, yet there doesn’t appear to be many incidents that have

occurred at these events.

Management actions

Review the number of incidents that have occurred at events and identify

which events may be most problematic and require security presence as a

deterrent. For the remaining events, establish an on-call roster, so that

security guards are only called when absolutely needed.

Benefits

Depending on the reduction in security involvement, this may translate into

either a reduction in workforce or productivity gains for staff, who can then

use their time on other higher-value activities.

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Page |

Relocate standing staff to higher risk facilities as deterrent and move

periodically

Situation

The total number of incidents has increased each year:

- 11% increase between 2016 and 2017

- 5% increase between 2017 and the end of September 2018

These increases appear to be targeted in certain areas, such as recreation

centres.

Management actions

Review the incident logging system to identify the high-risk areas and

relocate staff there to act as a deterrent. Continuously monitor the data to

identify new high-risk areas. When the number of incidents is reduced in

response to security staff presence, move the staff to the next set of high-

risk areas.

Benefits

There will be a reduction in the number of total incidents. Eventually, as

the incident volume is reduced, the number of patrols and standing staff

can be reduced.

119


APPENDICES

Page | 121

Appendix A - Opportunities with limited merit

Service Brampton

We identified the opportunities in the table below at the beginning of the engagement, however, when further investigated they proven to have limited benefit

to the City, were already actioned by management or where better addressed by pursuing other opportunities.

Opportunity Investigation

Expand existing Service Brampton services Service Brampton has an inhouse Business Analyst who actively meets with

Business Units to identify uploading processes and improving existing

processes.

Place CSAs at other City facilities There is greater desire to use technology rather than individuals, for

instance self service kiosks at facilities.

Greater self-service for Bylaw field workers - including animal bylaw

services

Service Brampton staff change status for safety reasons as well as to

ensure no service tickets are assigned to staff who are not available.

Work with the BUs to re-map some processes and set expectations to

ensure efficient and consistent service delivery

Service Brampton has an inhouse Business Analyst who actively meets with

Business Units to evaluate existing performance, and trends and highlights.

Page | 122


Recreation


Review sport-fields service levels Out of scope

Review Recreation's sponsorship delivery model Sponsorship for Recreation and other areas of the Corporation is handled in

a centralized fashion by the Economic Development department.

Enhance cost recovery model to allow for scenario modelling Recreation does not have a cost recovery model with scenario building

capabilities; this is not part of the City’s current Council direction.

Review the City's concession offerings Concessions across Recreation facilities are revenue generating.

Review affiliation agreement policy City is currently working with a third party on reviewing the policy.

Outsource operations of golf course Recreation currently outsources elements of the operations (e.g. grass

cutting and maintenance, golf carts) therefore little outsourcing opportunity

remains. In addition, the golf course generates revenue on an aggregate

level.

Page | 123


Animal Services


Sell services to smaller municipalities/collaborate near bordersManagement has investigated this previously with Caledon who at the time

were not interested. It is something that could be revisited in the future.

Reduce hours of operation for the shelter Management is undertaking this already.

Review inventory storage model AS has limited inventory on-site that would be common to other divisions in

the City. Most of the inventory relates to Animal Services only, such as

animal food. Storing it anywhere else would just increase transit.

Increase the fees Fees are inline with other municipalities and set to incent behaviours.

Investigate new licensing models to increase license compliance (e.g.

increase routes to licensing, animal supply chain)

AS currently participate in the Regional program, which has shown door to

door is the most effective method. Something they are already doing.

GPS in trucks or phone mounts Management is acting upon this opportunity.

Find more cost-effective suppliers (e.g. food) AS already receives a discount from the current supplier of almost 50%.

Unlikely they would get a larger discount from an alternate supplier.

Review licensing and permit to move to a one window approach Licensing is already offer across most counters and channels. Management

is already working on offering online licensing.

Increase the product catalogue The current facility does not have space to have a larger product catalogue.

The opportunity to move to a new facility considers having a retail space.

Review veterinary service model to reduce travel and improve care

with vet on staff or collocated

The current facility does not have space to accommodate a vet on site. The

opportunity to move to a new facility considers having a vet collocated.

Page | 124


Facilities Operations and Maintenance


Review facilities management operating model

A significant portion of the day-to-day work is already contracted out and

contracting out the remainder does not appear to have significant benefit.

Rather, in opportunity #20 we investigate whether redistribution of the work

between contractors and staff (i.e. changing who does what) would result in

more efficient service delivery.

Implement one building automation system for all buildings As current systems and assets reach the end of their lifespan, the City can

replace these with more modern technology with enhanced capabilities.

Rather than replacing everything at once, stagger the procurement (e.g. by

asset type), moving at the pace dictated by the asset/system expiration.

Procure intelligent assets (smart sensors) to reduce the inspections

done by contractors

Software for event booking

The City has a Class system that Recreation is already using for booking

facility space that can be used across all divisions. The City is in the process

of switching from Class to Perfect Mind, which has the same functionality.

Change facilities footprint to reduce total cost

- Number, age, etc.

FOM does not have control of the facilities footprint as decisions on building

use involves other factors apart from maintenance costs. There is a

committee formed where FOM can contribute information and data to assist

in these decisions.

Redesign the invoicing process to remove reliance on paper and

reduce the manual effort.

FOM does not have control over the invoicing process. Likely, this falls

within inance’s responsibility.

Automate the time and attendance processWhile FOM, like all areas of the City, is affected by this cumbersome

process, it is not within the control of the Division to implement this change.

Page | 125

We contacted 22 municipalities in Ontario and outside of Ontario to gather their views on operations regarding Animal Services, Facilities

Operations and Customer Service. 11 of the municipalities contacted responded to our questionnaire, achieving a 50% response rate.

The table below summarizes the municipalities that were contacted and the ones who responded.

Appendix B

Comparator Study – municipalities contacted

Division Municipalities contacted Municipalities who responded

Ontario Other Provinces Ontario Other Provinces

Animal Services • London

• Mississauga

• Ottawa

• Toronto

• Vaughan

• Edmonton

• Winnipeg

• Calgary

• London

• Mississauga

• Vaughan

• Edmonton

• Winnipeg

Facilities Operations

Management

• London

• Mississauga

• Ottawa

• Kitchener

• Hamilton

• Edmonton

• Winnipeg

• Calgary

• London

• Kitchener

• Calgary

Customer Services • London

• Mississauga

• Ottawa

• Kitchener

• Hamilton

• Edmonton

• Winnipeg

• Calgary

• London

• Ottawa

• Kitchener

Page |

Appendix C

Recreation – Opportunity #6: user fee comparison

126

comparison* of rampton’s user fees for pro rams emonstrates that the fees rampton char es are be o avera e. The pro rams that are

chosen for this comparison represent common traditional programs that municipalities offer and are drop in fees - with the exception of Fitness

membership (annual) and Ice Rental (per hour).

Table Legend:

p.v = per visit; p.h = per hour; a = adult; y = youth; Mississauga Shinny is for 2 hours;

*figures are publicly available on Municipal websites and are for local residents

figures* exclude HST &

other chargesOakville Burlington**

Richmond

HillMarkham** Vaughan Oshawa** Toronto**

Mississauga*

*Milton Brampton Average Median

Full Fitness (annual, a) $ 529.00 $ 589.00 $ 461.62 $ 533.19 $ 564.00 $ 485.91 $ 605.31 $ 480.00 $ 566.90 $ 380.02 $ 519.50 $. 531.10

Ice Rental (prime, p.h, a) $ 309.00 $ 199.10 $ 273.74 $ 255.40 $ 334.00 $ 206.04 $ 306.89 $ 265.70 $ 241.33 $ 242.57 $ 263.38 $. 260.55

Shinny (prime, p.v, a) $ 7.00 $ 6.30 $ 6.50 $ 4.70 $ 12.17 $ 6.88 $ 6.00 $ 7.60 $ 6.86 $ 7.88 $ 7.19 $ 6.87

Aquatics Swim (p.v, a) $ 4.20 $ 5.75 $ 3.98 $ 4.70 $ 5.09 $ 4.70 $ 4.00 $ 3.36 $ 3.98 $ 2.43 $ 4.22 $ 4.10

Skating (prime, p.v, y) $ 3.36 $ 3.05 $ 2.85 $ 2.75 $ 2.43 $ 3.03 $ 3.50 $ 3.05 $ 2.79 $ 1.99 $ 2.88 $ 2.94

$-

$100

$200

$300

$400

$500

$600

$700

$-

$2

$4

$6

$8

$10

$12

$14

Oakville Burlington Richmond Hill Markham Vaughan Oshawa Toronto Mississauga Milton Brampton

Pri

ce

of

ice

re

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nd

fitn

ess m

em

be

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ip

Pri

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aq

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inn

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User Fee Comparison

Aquatics Admission (p.v) Shinny (prime, p.v) Skating (prime, p.v) Fitness (p.year) Ice Rental (prime, p.h, a, r)

Page |

n overvie of the City’s ifferent faci ities offerin fitness re ate

space

► There is a total of 55,255 sq. ft. of fitness and exercise related space.

► The data in the table excludes oafer’s ake as the facility is under

construction.

The chart below summarizes the financial performance of fitness

related programs

► As the chart illustrates, the revenues exceed the total expenses and the

net position of fitness programs is $99 ,000 (i.e. ’profitable’).

127

-$3,000

-$2,000

-$1,000

$-

$1,000

$2,000

$3,000

$4,000

Labour Expenses Other Expenses Total Revenue

Th

ou

sa

nd

s

Fitness Programs Financial PerformanceFacility Fitness/Track

Area

Studio

Space

Cassie Campbell Community

Centre15,000 sq. ft. 2,800 sq. ft.

Century Gardens Recreation

Centre2,060 sq. ft. 1,040 sq. ft.

Chinguacousy Wellness

Centre*10,100 sq. ft. 2,330 sq. ft.

Earnscliffe Recreation Centre 1,195 sq. ft. 2,110 sq. ft.

Gore Meadows Community

Centre*10,430 sq. ft. 2,520 sq. ft.

South Fletchers Sportsplex 4,000 sq. ft. 1,670 sq. ft.

Appendix C

Recreation – Opportunity #7: fitness centres

Page | 128

Appendix C

Recreation – Opportunity #9: financial net position of facilities

$(6,000,000)

$(5,000,000)

$(4,000,000)

$(3,000,000)

$(2,000,000)

$(1,000,000)

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

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Financial Position by Facility (2018)

Expenditures Revenues Net Position

Page | 129

Sport Classification # fields Peak Prime Hour

Utilization (Mon-Fri)

Peak Prime Hour

Utilization(Sat/Sun)

Non Prime Hour


Non Prime Hour

Utilization (Sat/Sun)

Baseball Hardball Lit 6 77% 45% 11% 47%

Cricket Cricket Pitch 16 63% 83% 22% n.a.

Field Hockey Artificial Turf 1 81% 51% 0% 41%

Lacrosse Major Lit Field 2 14% 26% 6% 9%

Soccer Artificial Turf 2 66% 50% 14% 36%

Major Field 41 58% 31% 6% 23%

Major Lit Field 9 39% 10% 4% 7%

Mini Field 62 65% 18% 2% 11%

Minor Field 29 67% 38% 3% 24%

Minor School Field 49 32% 8% 1% 4%

Stadium 3 48% 14% 0% 19%

Soccer / Football

/ TrackArtificial Turf 3 54% 31% 15% 16%

Softball Major 21 67% 22% 5% 11%

Major Lit 24 77% 30% 7% 26%

Minor 30 63% 48% 1% 1%


Football Major Field 2 58% 1% 0% 0%


Appendix C

Recreation – Opportunity #9: sports fields classification utilization detail

Note that some field utilization (e.g. cricket) in the above chart may be higher

than represented, skewed by the transition time between two different booking sessions.

Grey shaded rows are excluded from the analysis in opportunity 9.

Page | 130

Appendix C

Recreation – Opportunity #9: recommendation impact on utilization

Sport Classification # of

fields

# of fields

(future)

Peak Prime Hour


Peak Prime Hour

Utilization(Sat/Sun)

Non Prime Hour


Non Prime Hour

Utilization (Sat/Sun)

Baseball Hardball Lit 6 6 77% 45% 11% 47%

Cricket Cricket Pitch 16 16 63% 83% 22% n.a .

Field Hockey Artificial Turf 1 1 81% 51% 0% 41%

Lacrosse Major Lit Field 2 2 14% 26% 6% 9%

Lacrosse (NEW) Major Lit Field (NEW) 2 1 28% 53% 12% 18%

Soccer Artificial Turf 2 2 66% 50% 14% 36%

Soccer Major Field 41 41 58% 31% 6% 23%

Soccer (NEW) Major Field (NEW) 41 31 77% 41% 8% 31%

Soccer Major Lit Field 9 9 39% 10% 4% 7%

Soccer (NEW) Major Lit Field (NEW) 9 5 70% 18% 8% 12%

Soccer Mini Field 62 62 65% 18% 2% 11%

Soccer Minor Field 29 29 67% 38% 3% 24%

Soccer (OLD) Stadium (OLD) 3 3 48% 14% 0% 19%

Soccer (NEW) Stadium (NEW) 23 2 72% 22% 0% 29%

Soccer / Football / Track (OLD) Artificial Turf (OLD) 3 3 54% 31% 15% 16%

Soccer / Football / Track (NEW) Artificial Turf (NEW) 3 2 81% 46% 23% 23%

Softball (OLD) Major (OLD) 21 21 67% 22% 5% 11%

Softball (NEW) Major (NEW) 21 19 74% 24% 6% 12%

Softball Major Lit 24 24 77% 30% 7% 26%

Softball (OLD) Minor (OLD) 30 30 63% 48% 1% 1%

Softball (NEW) Minor (NEW) 30 27 70% 53% 1% 1%

Football Major Field 2 2 58% 1% 0% 0%

© 2019 B L A C K L I N E C O N S U L T I N G

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